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Creating a balanced workplace flexibility strategy: A leader’s guide

Flex your workplace ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

Brought to you by Liz Hilton Segel, chief client officer and managing partner, global industry practices, & Homayoun Hatami, managing partner, global client capabilities

When it comes to being prepared for flexible work, “most firms have only scratched the surface,” note McKinsey’s Phil Kirschner, Adrian Kwok, and Julia McClatchy while discussing the results of a McKinsey survey of real estate and people leaders. Most respondents still struggle to implement a set of 12 capabilities that McKinsey has identified as critical to successful hybrid workplace transformations. While many companies have the basics of flexible work in place—such as incorporating employee sentiment and deploying work-from-anywhere technology—they fall short on creating a unified workplace vision; testing new physical-office concepts; documenting processes, including how work gets done; and defining leadership accountability. Rather than fixating on days in the office, as many leaders tend to do, it may be more rewarding to “create a sustainable, responsive, and magnetic workplace experience,” suggest the McKinsey experts.

That’s David Arena, head of global real estate for JPMorgan Chase, in a conversation with McKinsey partner John Means about the financial institution’s state-of-the-art office tower in New York City. Currently under construction, the building combines futuristic technology, sustainable workplace design, and employee experience to create flexible spaces that meet the needs of both remote and on-site staff. Features include bike racks, a designated lane for self-driving cars, renewable power systems, and biometric devices that can personalize employee interactions. “Today, it’s about the intuitive building, and that’s what we’re working on,” says Arena. “I think one of the things we’ve missed in office buildings is that people want to be known. They want to have a personal experience when they come to work, and I think there’s a great opportunity to do that.”

Hybrid work can be highly productive—if it is “well-organized hybrid,” says Stanford University economics professor Nicholas Bloom in this discussion with McKinsey partner Michael Chui. Bloom advocates a model in which “everyone comes in on the same anchor days, and everyone stays at home on the same home days.” This pushes face-to-face activities such as meetings, training sessions, and social events into the on-site days, with the at-home days available for quiet work that doesn’t require in-person collaboration. “You see productivity uplifts of often 2 to 3 percent per hour from quiet [work],” says Bloom. Combined with the savings on commuting time, “you’re getting something like 3 to 5 percent improvement in productivity.” But even fully remote workplaces benefit by meeting in person occasionally, Bloom says: “Normally, what they’ll do is meet up for, let’s say, a week every other month to try and build some connection.”

Lead flexibly.

— Edited by Rama Ramaswami, senior editor, New York

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by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 02:09 - 19 Jun 2023