Part 1: Why Do We Have so Much Resistance to Change for the Flexible Workplace?

Why do we have so much resistance to change for the flexible workplace?

Social innovations and the adoption curve

To date, all the surveys and data show that 75% of employees would prefer working from home at least half the time. Even more powerful data underscores that minorities would prefer working remotely to escape tensions at the office.

So, what beliefs could block such social innovation? Why do we still consider risk management for teleworking as high in specific industries such as Finance and even more for the majority of the GAFAM?

Let’s consider the ongoing resistance as a matter of corporate culture with two of its possible attributes: the risk propensity or the expert culture.

When it comes to new markets, not everyone is an early adopter in the first place. And if we consider companies as the sum of people’s opinions distilled in the test tube of corporate culture with its core values, it’s all the same. Some want to take risks, others to mitigate or eradicate them.

Remember Crossing the chasm infographic? This is it.

For the remote or hybrid market to be mainstream, some people/companies have to take risks for others, and this could give a long-term competitive advantage to them with better people retention rate.

 

It comes from a culture of risk-taking versus more conservative environments that value product quality and expertise with robust quality processes that have improved over time. Eventually, It’s no surprise that a dominant engineering culture protects its operation processes at all costs. But until when? What’s the ultimate price for innovation and corporate social responsibility?

 

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