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...

Good evening. This is the Bu global studio where

...

we discuss new ways of tackling some of the wicked problems, which

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seem to be coming at us from

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all directions now.

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many of them over around making.

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My name is Ralph Comment. I'm talking to Michelle let

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a Founder

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of Global.

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and the man at the helm

...

of obama ofrones show.

...

welcome again to Alabama.

...

Thank you, Ralph. Hi everybody everybody.

...

since the beginning of the pandemic

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they the global obama teams have been

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reinventing

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executive education, teamwork, collaborative global events,

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and of late, the burma

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France team has been looking at the future of work i can in fact, you've just

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published rather a major piece of work on the subject looking up

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all kinds of

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trends and metrics.

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Where has that investigation taken you?

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Well, as you may know, we've

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lived the major crisis in the past months. And

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the way

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all

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Yeah. Yeah. We have noticed here.

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The way organizations are

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trying to adapt to these new conditions

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is is is really something

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radically new everywhere. We keep hearing that health price

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please

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has only accelerated practicing phenomena and and friends

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that's true.

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But however, in in Term of

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organizations in organization of work

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in big Corporation, it's more than an acceleration. It we

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we experienced a series of

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and unprecedented destruction in fact, and we are only at the beginning of

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this disruption.

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for example, in in in in the string of twenty twenty,

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the rates of workers went from

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five percent to sixty percent in the Us in just a few weeks.

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And we've seen that this phenomena

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change completely when the crisis started to

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vanish or to solve in the past few months.

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people went from

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offices to Zoo, creating soon fatigue and went back

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to in in new way to to work,

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let's say we we can we can define this way as a

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hybrid

...

a hybrid conversion of of the way we we are

...

working. And this is exactly what we try

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to understand

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what we tried also to experiment

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during the past few months, and it leads us to

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to write a book, a sixty pages book

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about

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first of all,

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some data

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coming from different sectors

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but also trying to have some

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witnesses from big French corporation

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I'm talking about Cab. I'm talking about And being

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the corporations that are right now

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in the middle of

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and you

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way to

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organize organized the work for their police. And sometimes they have a hundred thousand of

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police in those organizations. So so it's just... It's not just

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the way some startups are trying

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to change the organization. It's it's really

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a huge shift for those rights.

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No it's it's it's hot it had enough

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for for a of ten ten or twenty people, But

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to

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a workforce of a hundred thousand bets that's all altogether different

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different level of difficulty. Let's let's take a deeper deeper look at this

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publication. I've I've I have to say I've believed through it.

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I haven't read the whole thing. There's just so much information in it.

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the new deal

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work

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we'll, we'll drill into into some of some of the specifics

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shortly, But if you were to give us

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The main takeaway findings. When where would you begin?

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Well, I would give you, first of all, first

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figure coming consumed

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the Ci ties out zoom

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who I interviewed for this for this study

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told me that in just one week,

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Be used to have ten millions

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zoom calls per day.

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Yes.

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before the crisis. And just one or two weeks after that, they had

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three hundred millions.

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Zoom calls. You

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Yeah. And I think an increase of thirty x.

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Yes. Absolutely. And that's completely crazy, but

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...it's just an example. It any leads us to

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several things. First of all, we have lost

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lot of things by changing the way

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we worked during, particularly during the lockdown.

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First of all, we've lost in a way

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some of our social capital.

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If you asked for example to

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employees in the Us.

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what develops during the low

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sixty percent of employees reported feeling less connected

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to

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to the colleagues during the crisis then this

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for and in in China, more than seventy percent

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of their... Of the employees reported that specific

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another a figure interesting figure, Thirty two percent

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of

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The employees had

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the feeling that they had few opportunities to collaborate

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with their clinics. And

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when you ask them, if the prefer

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face to face.

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or virtual collaboration sixty nine percent.

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of them say that they prefer face to physical collaboration with their colleagues police.

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than virtual collaboration. That's quite obvious. But

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it it it means that during the crisis, we lost

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a lot of our social capital, but also our creative capital

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And and several other the things like, in a way, I

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of mind, you know, this capability to take the time we need. For example, the

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the schedule the management of our schedule was really distracted during the

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this period.

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the the

...

but we we we did... We did gain

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not having to get in the car or on the tube or what

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have you ever spent one way, and then hour back the other way.

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absolutely.

...

Yeah. Absolutely. We we gain a lot of so, for example,

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commuting from home to to the office face was

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went over. We were working from Home. So

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it was a a a real gain. And and if she light also the productivity

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It's it's interesting figure when you asked to

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I have several figures there there's a study coming from

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temperature asking to more than ten thousand

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people about their productivity during the crisis.

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This is this is self assessment.

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Yeah. Sales assistance. And it it's quite

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because I ask also the same question to

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cap Jim and I, and the figures were quite equipment.

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this set that

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they gain around ten percent of productivity

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during the local.

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during the the the moment they were at home working at home,

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not going at the office and has

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physical interaction, but only your two interactions. And and

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so this this is this is this is subjective. Right? I mean, this is

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like they they felt they gained ten percent or was it somehow measured?

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No. It's both. It's it's measured. It's measured.

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but when you lies wine to gain,

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ten percent of productivity you understand.

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that any its measures also that

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in fact the

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the time spent

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this time, this bed working increased

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by around thirty percent.

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thirty percent

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more hours a week

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working because they were working at home. There was no commuting that the

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So every hour, they

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they they saved of of the commute time.

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they essentially spent in front of their computers

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but not only that, for example, during the weekends,

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Some of the time was also used to work because they were home in the condition

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to work was quite the same during the weekend and during the week.

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but the real productivity dropped

...

Oh

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about around twenty percent.

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So when you make the serve

...

of the two numbers, you get a ten percent

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as a global figure, which is quite interesting. So

...

because you

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we used to work more

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because we were were home, but the our refund

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decrease from

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from due to around twenty percent

...

at the global level, we gain around ten percent of fridge

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and it's really interesting to understand the details of this figure.

...

because we may ask ourselves if

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this project may continue after a while.

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or if we will be conscious that

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we will not want to work more than we

...

we used to work before the crisis.

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So it's it's it's it's a real question, and we will see in the future

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will happen on this on this question.

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Well, not not everyone likes

...

working at home and not everyone

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can work at home and not everyone should work at home.

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what you have you found out on the subject of

...

relative well being

...

of of remark workers because this is

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really at the other of the crux of

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any kind of discussion about about

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productivity or at least getting anything done.

...

Yeah. You're right.

...

Well, when when you try to analyze,

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the gains of this period

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of time. The the first gain also was

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about the time step with the seventies.

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or or even the for ourselves because being at home,

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the family during the the lockdown was an opportunity

...

or workers to spend much much more time.

...

So there's... So that's that's on the plus side. Right?

...

Yeah. Absolutely. That's that's in the plus side. And the quantity life your way.

...

because they had time to

...

make

...

some sports sometimes also to stage

...

and because also of the time,

...

went about during the period of of

...

of transportation that would were not

...

really used your this spirit.

...

if you asked the

...

there there's a just a figure coming from

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study made by.

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sixty percent.

...

of the employees felt less distracted.

...

by the.

...

when when they we're working from home?

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that's interesting and

...

Well, low. Right?

...

But in in a way, so is contract

...

dictionary because at the same Time we sent just

...

for that the schedule was really hard to manage.

...

during this period because there was a lot of back to back meetings

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you know? But

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being at home

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in front of the computer,

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not in an enough and space with people around

...

was also a good way to be more focused on your work.

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and unless distracted by by the colleagues, and this is

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also explaining why the cells that their global

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Was increased during during the spirit.

...

So we're... So we're learning. Right? I mean, we've had the now eighteen months old

...

long of

...

of learning and Of trying to figure out how to cope with

...

this

...

this this change reality, and we we are talking

...

about both physical changes

...

in terms of where and how people work and and psychological shift

...

right because the the the the that the attitudes

...

change in the feeling about

...

place within a team with within

...

organization

...

so

...

has also been shifting. So now nothing lasts forever, Of course, But

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you see those shifts as long term? Are they Are they

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cyclical or or structural

...

that that's a really good question, and I don't have the answer to be

...

frank with you for now

...

by asking

...

What are people saying?

...

jeep

...

Yeah. What what people saying is that they're learning.

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In fact,

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global pen is creating a global

...

lava actors, and each company is experimenting

...

And with... And and by the way, did they're answering with their

...

own

...

president they're the answering with their own view on on this question.

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and we don't have enough background. We don't have

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enough experimentation to

...

to really answered so definitely definitively about that. We are in the middle of this

...

of this revolution, and we will see in the next a few

...

months or years if it's it if if it's

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still... If if it's structural or or not,

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by the way, there is one thing that

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may not change.

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because it it was a real disruption.

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it's the relationship between

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the employers and the employees.

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because the employees have experimented

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something radically new

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with much more.

...

with with a new way

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to organize

...

Oh,

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the work and particularly the

...

to

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build a confidence a trust

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between employees and employees that was not existing before the christ.

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and a lot of the people we have interviewed

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said that us.

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trust has

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has been at the center of the relationship

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inside organization and dismay last.

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Well, this is an interesting angle because

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there have been any number of studies the last few, which

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anything, have only

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continued to show a drop in

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cause unquote engagement at work.

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people simply felt more and more

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misaligned or alienated or, you know, however you want to

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drive this situation where people would

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just go through the motions of

...

working rather than

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actually being fully engaged in the process. And one of the

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one of the the reasons that

...

I've been given a number of times from different sources

...

has been

...

sort of lack of autonomy

...

and

...

where, you know, you are told to do from here to the

...

and that's all you are trusted to do. And now all of a sudden you're talking about

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of the degree of trust

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that maybe will allow for greater autonomy.

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will this lead

...

to greater engagement over time. That's something to watch isn't in it.

...

Absolutely, and the fact that

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the was really the core of

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the resilience

...

during the crisis.

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leads

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a lot of workers, and there a

...

study made by glass door, which is quite interesting, saying that's

...

forty percent of workers fused

...

this year if they are forced to return

...

to the office at the same condition than before

...

the crises. And and

...

Now they'll hate it so much. They would rather rather leave. Right?

...

absolutely, around twenty percent of them would be willing to lead their company in they force

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to to come back to the word before the crisis.

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And and twenty percent, it's it's it's quite huge.

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And so so the risk of turnover is reading input

...

after the crisis, and this is why

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this change radically

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do way leaders in organization,

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are imagining their team, but also

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trying to

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bill trust.

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autonomy

...

and leadership through their team because it's

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it's basically the the

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the more important value inside the organizations today.

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Our leaders naked

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Is this what?

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in front of their employees,

...

in way,

...

in a way, the

...

the

...

the

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power equilibrium.

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between employees and employers

...

had

...

has changed.

...

because of the crisis.

...

One of the

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one of the common

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learnings. I think that a lot of

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industries, a lot of professions have taken out of

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This the spirit of crisis has been

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that Covid has shown

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in vivid,

...

stark relief.

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the many fractures that were

...

either merely just under the surface or perhaps

...

hidden a little a little deeper in terms of

...

you know, the resilience of our health systems and transportation

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supply chains, what have you? So I'm I'm wondering if perhaps

...

This is not an opportunity

...

to examine

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how

...

employees are indeed

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clasp

...

or given attention.

...

is that perhaps not an opportunity to

...

look at the you know, the fractures, the positive fractures as it were

...

that exist between

...

cohost.

...

of people, and maybe we should stop

...

talking about employees,

...

and and start talking about a more

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granular approach.

...

Oh,

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where, you know, all of a sudden as you were saying, twenty to twenty percent of people

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don't want to

...

return to the office to the point that they would rather leave.

...

so maybe eighty out of that eighty percent that remain

...

there are still other cohorts into which

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makes people need to be sub and

...

if

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this kind of attention is given

...

to the management processes, the hiring processes. What have you?

...

then perhaps we will end up with a better world.

...

Well, that's still an open question.

...

what we are sure about is that

...

the fact that classical employees

...

are today switching from

...

going to the office

...

working from

...

no no. Eight Am to six Pm, for example, only coming back at home,

...

to a model where people are working from everywhere in the world.

...

maybe sometimes going in

...

some forward working spaces, maybe to the office maybe

...

seeing in home.

...

is

...

is it's leading

...

to a word where the

...

the working norm

...

is changing maybe for more flexibility

...

more and more

...

with

...

Mhmm.

...

What I mean by that is that

...

maybe tomorrow,

...

I don't know exactly if it's going to be the case, but

...

maybe tomorrow, we will see

...

more decentralized

...

organization with more freelancers.

...

less classical employees with their

...

salary paid every month, and it's

...

particularly interesting for a french role

...

just as you know in friends,

...

the the workload is is quite strict.

...

And and and the the model is this

...

quite classical. I mean,

...

we have more than each percent of classical employees police.

...

in the economy. And in what we

...

key in France is the shift front this model to remove

...

flexible freelancer

...

decentralized and people were maybe also slash.

...

people who have several jobs

...

changing their jobs more often, and sometimes having

...

different job at the same time.

...

and and having more ton of

...

and

...

also, and I will finish with that with when you were

...

when you are an entrepreneur, and you're building a company

...

it it it it was it was my, by the way.

...

you

...

understand that when you have classical employees,

...

And when you have

...

freelancers, the relationship you have for the

...

you're working with i ironically

...

are radically different. The relationships are radically different.

...

and and it's it

...

it may seem a little bit awkward but in fact,

...

you you see that you have much more

...

commitment from the flip and than from your classical employees.

...

maybe because

...

That's that's

...

really really quite interesting. This is we're we're talking about the the psychology of the relationship. Right?

...

That's.

...

Absolutely. And and why not?

...

maybe because of maybe because of the loan idea because of the

...

type of contract you sign with you classical employees,

...

maybe because of the psychology of the

...

people you hiring when they are freelancers answers.

...

And because they're taking the risk to be freelancers,

...

Maybe because they have another mindset.

...

and more agile and and more flexible

...

and that's really interesting

...

that's when we've seen the next few years. I don't know in exactly

...

the the classical salary model is going to collapse

...

But what can that we've see today

...

a lot of classical employees being more and more freelance.

...

because they want freedom dumb because they want to

...

choose the company they're working for and sometimes leave the company maybe be hot

...

several company do to work for several project

...

to to to work on and and and that's a

...

g

...

deep movement.

...

Well, the the emergence of the portfolio worker has been a

...

friend that's been going on for some decades now.

...

And while, of course, on the plus side,

...

we could say that the people

...

get autonomy and freedom.

...

and the

...

employer drug client gets lower costs

...

on the minus side,

...

it has been a case

...

again, and again, that it hasn't quite worked out that way.

...

and there, these use autonomous freelancers have joined the

...

the ranks of the tree period

...

and it didn't really end up all that's all that all that great now.

...

course

...

what we have seen

...

over the last eighteen months or so is a speeding up

...

of the process. So I guess,

...

as the process as a whole speeds up, then we are going to to be saying.

...

of finesse

...

of the approach and perhaps, you know, a different types of

...

negotiations that's different types of contracts, I guess,

...

we shall see. Right?

...

Mhmm,

...

Absolutely. We we shall see we don't know exactly what we

...

we've seen trends we seeing signals, that

...

it's it's not massive shifts from now. I'm talking about friends. Now, of course, it because the

...

The study has been done in friends. We you don't see massive shift.

...

but with there are signals.

...

Mm-mm

...

that that we may see

...

Yeah.

...

Digital digital, of course, is

...

is now no longer an exotic thing that you do before your twenty five

...

Absolutely not.

...

people large cohost well relatively logical quarters of

...

have have got on to that bandwagon.

...

And we're seeing all matter of interesting

...

to do now in different countries as they negotiate

...

regulations and Visa roles and what have you?

...

these regulations and the rules are going to have to be

...

looked at and we negotiated pretty much across the board as

...

the landscape, the employment labor landscape changes. Right?

...

Absolutely it changes a lot it changes

...

the way states are when you go shaving

...

with their own partners, it changes the economy at

...

local level for

...

the corporations we're talking about. It's also sometimes

...

a business model, radical new business loyalty.

...

I'm I'm I'm taking the example of Cap, which is really

...

because, you know, kept and I

...

one of the biggest I companion in the world

...

they have more than two hundred

...

two and fifty thousand employees in the word.

...

they're they're really big in India, particularly

...

And something radically changed of

...

with

...

with this crisis because

...

before the crisis.

...

Captain and I have had teams all over the world to

...

try to respond to the requests

...

from their clients locally.

...

for example, there were

...

i know maybe in in the Uk, they had

...

project the Uk. They have to deploy a a specific team in the Uk.

...

And so they had to hire people in the Uk to

...

be able to respond to their client

...

west.

...

but since the crisis and this started a bit before, but

...

since the crisis this seen they had massive

...

opportunity to change their model. Did today have

...

they're living a structural revolution

...

inside their business moment because they have to

...

to deploy everywhere in the world.

...

everywhere in world. When knitted,

...

a virtual team of people coming from everywhere in the world

...

with the best talents on specific issues or specific

...

expertise they need

...

for the problem they tried to solve. And if you see in fact,

...

the organization shifting from a classical

...

physical local organization to global virtual

...

death decentralized organization. You see your opportunity

...

for those peak corporation.

...

to change and to be radically

...

virtual or hybrid.

...

speaking of hybrid,

...

Let's let's step step back

...

from the specific sort of

...

of the labor market and look at how people relate

...

which is what we

...

kind of began with

...

it is it is extremely difficult to

...

engineer

...

serendipity meetings, spontaneous interactions as you call them in the report,

...

with people

...

working exclusively

...

online, and we know the value of spontaneous interactions, especially

...

in teams that are working on type projects

...

the things that are working on

...

innovative projects where this kind of energy is is really

...

vital to to progressing the project with any kind of sort of

...

you know, speed and and deficiency.

...

So some kind of hybrid is required then Right?

...

Mhmm

...

So maybe maybe a sort of a mix of

...

I'm spit bowling here, but maybe a sort of a mix of

...

high intensity, high quality interaction.

...

into spread with periods of quiet work.

...

and we're gonna get alone or in a small community. Maybe that's the right balance for

...

more people than we might

...

might imagine what do you think?

...

well, if it does to the revolution of the workplace

...

in fact, because

...

when you ask

...

the people that are

...

trying to solve this problem of the hybrids

...

mu

...

the

...

they clearly see that there is a lot of gain by

...

having

...

their team working from home,

...

for deep diving tasks or

...

test that need

...

an important focus or working on

...

this this this idea of of deep work. Right?

...

Absolutely surgery.

...

everybody get the hell away from me. Stop interrupting.

...

absolutely. And we we all experiments

...

that.

...

during the load. The fact that we were alone, threw with

...

deaths not being interrupted and for the first time,

...

I don't know about you, but I was actually... I was actually rep

...

remarkably fruitful in my work.

...

Absolutely. Absolutely.

...

But on the other side, don't forget that we last

...

also a lot of

...

career Tv and capacity to interact with

...

people

...

and bounce. Right?

...

Yeah. And and

...

helped us to be more attractive away

...

because we were creating together. So the the challenge here

...

is to find a solution where we get the best of the two words.

...

and it's needed to a new workplace. In fact.

...

and a new workplace, which is a mixed

...

between

...

what we have a tool

...

and maybe staying at home for some tasks,

...

maybe two or two days a week or three days a week or when we need it,

...

okay. But on the other side, rethinking,

...

do the classical workplace.

...

the offices to transform them into a

...

place where people can meet people default can work

...

together, people can celebrate people can connect

...

people can build their social capital. People can

...

build their own

...

you.

...

And and that's at the center of

...

what's the Hr are doing right?

...

reinventing the workplace of those peak organization

...

and we we asked several companies what they're doing and their what

...

really interesting.

...

Well, from what I've seen, and

...

I'm I'm not sure if you've

...

if you're being witnessing similar sorts of development but work

...

from what I or i've seen from talking to I could

...

and designers.

...

they are working

...

with their clients, more and more in a sort of our creation model.

...

of of design of office space and the caucasian not just with the client.

...

which is kind of obvious, but caucasian with the people who will be using the space.

...

I mean,

...

ask the staff, what they would like, now there's a wild concept day.

...

Absolutely. And that that... That's a key element

...

to co create only with the clients, but also with the employees with the

...

partners with all the people who working with trying to find the best

...

experience

...

possible for the workplace. And

...

which is which is a hell of hell of a challenge for an architect Hell bent

...

on putting up yet another brutal, you know,

...

steel and glass

...

open spaces and and... Yeah. And and old

...

fashion office is absolutely. Absolutely right. And

...

and when you are a a big corporation, you have those squared admit.

...

and sometimes they're

...

big big big. Office have two

...

radically change in on several months. And when when we ask this

...

question. For example.

...

it's it's really particular because

...

Of course, they have

...

This is they they they the pharma company. Right?

...

Yeah. The former companies. Of course, they have

...

they are factories they have laboratories that

...

they have also classical

...

open spaces and and classical offices. And when

...

when we asked this question to send, the their answer was

...

was quite disturbing. They said... You said that we I have

...

question to Who's the head of corporation president

...

son of and and he answer it to me. No. We we're trying

...

to really reinvent our workplaces to

...

to meet what they call the the three connection, creativity celebration

...

and and the conclusion of the work

...

they're they're doing. They they done for the past three months is that their offices

...

need to offer a how

...

hope that experience.

...

and not a classical office experience. Well did... But didn't even buy that is

...

for example,

...

they want to give the ability to their teams

...

to be connected

...

from every everywhere in the world.

...

from every place in the world.

...

two

...

the people that are in

...

in the office.

...

okay. So they they would be able to

...

be everywhere in the world and be at the office at the same time. The second

...

They they want to provide his creativity. So

...

creates spaces.

...

physical spaces

...

that the not only physical to become so virtual spaces.

...

that are designed for meetings

...

for exchange for footprint st for creating together

...

And the last, which is quite interesting

...

for pharma companies is celebration.

...

she answered to me that what didn't meet now is more

...

time and more places more space.

...

to party to create opportunities for gatherings,

...

to celebrate.

...

And that leads to this idea of how hotel like

...

experience for the world workplace of centers.

...

that's quite.

...

interesting.

...

Square to change for.

...

a very

...

conservative.

...

Absolutely.

...

company. I mean, then they're that they are not known for being hip exactly.

...

Is is

...

Stephanie has joined us.

...

great to to see how your face pop up.

...

what what have you got to throw into the pot?

...

Well, thank you for letting me during the conversation. I I obviously hopped in

...

late, and I'm sorry. I was really looking forward it to this discussion.

...

It is is Mis,

...

is is

...

Yes. Yes. Absolutely.

...

all. Okay.

...

So I'm so curious

...

about this largely because I'm in a space of recruiting

...

an executive search and and working with

...

regional organizations that are looking at the future

...

of work get precisely what you're discussing, michelle, and I'm curious

...

from your perspective in the world of the pandemic.

...

you know, much of the messaging, which, of course, is sciences.

...

you know, it is better to be

...

outside, It's better ventilation, etcetera.

...

are you seeing anything that speaks to

...

the aesthetic experience that people are looking for or or at these ex

...

first things that they will need

...

that brings sort of the outside in

...

from a psychological perspective, Like, even in a space of colors, is it

...

are you finding that anything

...

matters in terms of blues or greens or browns or things that represent outdoors

...

when we look at the psychology of people,

...

have been impacted by, which is, obviously, everybody, some people in different ways.

...

are you seeing any of that? Michelle?

...

to be frank because you the only think that

...

is connected with what you just said is

...

the

...

did you I made

...

of is the founder of

...

chat phone Shadow film is a governing friends.

...

that used to provide

...

places for be corporation to organize

...

not only meetings, but really celebration parties,

...

Come on. No

...

seminars, things like that. They used to

...

name it for as they have castles for hire.

...

Okay. Thank you.

...

Absolutely. That makes like you that.

...

Yeah. That's... Well, it's the it's in the name Phone. So it's a

...

Yeah. Absolutely. You you absolutely. Right. And and when when I asked

...

tune the question of the experience that people were looking

...

or he answered something about

...

nature, and but the fact that nature was at the core of

...

they're offer.

...

people people are sick of going

...

in offices in in the middle of

...

big cities with pollution everywhere and with

...

noise days we were with so much aggression everywhere.

...

and

...

inside his offer, the fact that his schedule are in the middle

...

of nature... And he said,

...

to me, it's green everywhere.

...

in castle, everything is in if you green, everything is

...

Oh, look interesting.

...

blue and green. He said to me that

...

people are looking for this kind of experience

...

Don't know it that sense. If if if it's an answer to you question, but it

...

it seems to me that in a way

...

it's it's really a high value view for for their customer.

...

we should

...

And that Michelle perhaps it's not directly oh, ralph Apologize.

...

Not please, please, please go ahead.

...

I I I... Oh, thank you. I I just wanted to follow up and ask

...

michelle it appears that the the aesthetic

...

the experience

...

is not necessarily directly related to

...

a pandemic psychology

...

as much as making people feel safe through that aesthetic, but more about

...

it's just more aesthetically pleasing, whether or not we have experienced a pandemic

...

Yep.

...

Absolutely The the the I think it's not connected to pandemic.

...

directly because it it was also the case before the pandemic He

...

Okay.

...

it

...

he said that, clearly. He said that it was part of

...

the reason why the clients were coming to shelter the phone because

...

they had the opportunity to be disconnected from

...

Okay.

...

the madness of of the city and

...

and then being in a place where you had the deal

...

connect with nature with with

...

with a silence with

...

with fresh air with. And I think that's

...

in a way what we're looking for after the pandemic. It's it's my case, for example, I left

...

the city one year and a half ago I with living in parents. I let the tube in the

...

in the countryside them today, I'm working in a countryside and

...

oh my somebody's is in a countryside right now. We're working from home.

...

And I think it's it's not... It's it's it's it's a movement.

...

people are trying to reconnect with

...

Mhmm.

...

with nature.

...

Well,

...

Thank you. That's

...

really interesting ralph. I appreciate you letting me join the conversation very

...

anytime, stephanie, it's great to great to see if so you pop up

...

we are seeing very interesting developments in in a number of countries. I mean, in

...

in Italy, and they have this phenomenon called south working.

...

where companies in Milan and and and

...

children and and and what have you up in the north north of the country.

...

are seeing that

...

the the the the employees are moving

...

to the home provinces down south.

...

yet they are remaining employed.

...

by the companies in the North, Of course,

...

the same salary, which goes a lot further in

...

the south of It then it does in the northern end of the country.

...

And this is a pattern that that's I dare say is

...

is

...

you know, being repeated in North America and pass Europe and

...

you know, I've been speaking to to pals in in Australia.

...

much the same thing with

...

the connectivity being more it is. It doesn't really matter if you're

...

in, you know, in, it could be in in exotic

...

you know, bow rats in the middle of

...

the state of Victoria and and working

...

working just as as smoothly and happily probably more heavily.

...

where we're coming up to the the end of the

...

show the bar global studios

...

in the

...

neighborhood of forty five minutes just to make sure that

...

you know, we remain

...

on schedule and and tight

...

But just to close off, I'd like to

...

to see if you've been able to

...

locate, identify

...

put your finger wrong.

...

the building blocks, building blocks that

...

companies have identified in terms of

...

what they think

...

is

...

going to be important in terms of the physical

...

environment and also of the psychology.

...

what is going to be important going forward?

...

to to build up

...

the organizational resilience

...

and to also help the people to build up their own

...

personal resilience in this

...

Mhmm.

...

crazy, liquid.

...

complex

...

uncertain world.

...

Are there any building blocks? Are there any takeaways that that they that

...

these people have shared with you.

...

Absolutely. We we could

...

take forty five minutes to discuss about that because the

...

there's lot to say.

...

We'll we'll come back come back and talk about this specifically.

...

there's a lot to say about leadership about

...

the way they're trying to

...

also,

...

peach

...

their leaders in the the corporations

...

to to have new skills. But if I try

...

to resume. I would say that

...

the pandemic changed

...

the way organization are

...

trying to

...

thrive. The... It it redefine

...

the apologize of workers, it redefine

...

the workplaces, we talked about it, it defines also

...

the leadership times.

...

more trust, agility, more clarity,

...

more autonomy

...

also management of uncertainty or and and

...

and ability to embrace complexity. This is something really important

...

for the people we interviewed

...

And and the last thing and maybe the most difficult thing

...

of them, and they experimented that during the lockdown.

...

it's the importance of corporate culture.

...

And at the

...

at the core of the Corporate culture.

...

they mentioned all of them mentioned the mission of

...

the corporation and the role within

...

the society.

...

beyond just increasing shareholder value.

...

Certainly. Beyond because it it it

...

it's really what create commitment for

...

for the people who are working with them, Can be the employees that not only need the employees even the

...

customers if into the partners,

...

everything leads to this mission and

...

to incorporate culture and

...

of course, in of communication,

...

common narrative to come story. They won't

...

to tell but also the the story they want to

...

to create because they are also

...

you have a vegan fact on that future.

...

big corporation have

...

maybe the the most and impact on

...

future than any other organization in, you know,

...

world. So I think that

...

that's the most difficult part for them.

...

define the their mission and and builder their

...

the culture we're with their different

...

with different different employees shareholders holders.

...

talk,

...

And and and every

...

every actor that are are working with with this company.

...

we'll, we'll come back to that

...

that whole subject I'm sure before too long.

...

So if

...

if there's one

...

central take. It seems

...

from all this, and we will be coming back to the future of work

...

on the Global studio. There is a central takeaway

...

seems to me that it's

...

we have walked through a door with one way hinges

...

and we have to figure out how to work.

...

properly.

...

effectively in this new reality and not hope to apply old rules

...

it went to it.

...

as that's just not going going to work.

...

My Thanks to michelle.

...

for joining, joining me in our in Obama.

...

And we'll we'll we'll we'll be back

...

with barack my global studio.

...

there.

...

Thank you.

...

and good night.

...

Thank you very much.

Fortune Cookie