The seven elements in the Omni-Working Framework are powerful in their individual impact on organisational effectiveness, they have always been important considerations when building a thriving, successful organisation. However, given the current context and evolving models of work, my research has shown that specific aspects of these topics are especially relevant now.
As you explore the richness of each of them, ideas will be generated to improve collaboration, performance and effectiveness within teams and more widely across your organisation. When you view your organisation as an interconnected ecosystem and integrate your adjustments the impact is amplified across the ecosystem and culture.
The seven elements are encircled by and embedded within the culture of the organisation which fosters a sense of belonging for those who work there. This outcome is a key benefit of creating an Omni-Working strategy, as it is acknowledged that fostering a sense of belonging generates high levels of employee engagement, retention, discretionary effort and performance.
Collaborating and influencing more effectively can be achieved through understanding the flow of connections and relationships that come from an organisation’s network of social capital. Often likened to an invisible web, bonding connections and bridging connections are two important elements of social capital. Cultivating the conditions for these to thrive can improve innovation, creativity, team performance and operational delivery.
Developing healthy relationships, feeling trusted, and having a sense of psychological safety when we interact, whether online or in person, will have a lasting impact on how engaged and committed we are in our work. Leaders and managers in an omni-working environment understand their role in creating conditions for trust, taking time to prioritise developing relationships and nurturing safety. They are skilful in building healthy and trusting relationships with individuals and across the whole team.
Everyone needs to have mastery across a range of working practices in order to select the most appropriate approach for work deliverables, either as an individual contributor or member of a team. The decision to work in-person, virtual or hybrid, synchronously or asynchronously, the choices of how everyone communicates, and how work flows and documents are managed, is informed by many factors that can optimise working practices. Location flexibility, schedule flexibility, the maturity of the team, the kind of work being done, the level of urgency and the outcomes that need to be delivered are some of the factors explored.
Leaders and managers in an omni-working environment are skilled in selecting the appropriate approach for specific team deliverables, and can design and facilitate inclusive, productive meetings.
Identifying and agreeing meaningful performance outcomes at work gives clarity on what is expected and what will be measured. At a personal level, developing and maintaining healthy working habits can generate high performance and role-model the same to others.
Effective leaders and managers focus on outcomes and align individual, team and organisational outcomes, using their skills to mobilise a distributed team and manage performance from afar, always with an eye on delivering results rather than who may or may not be present in the office.
A set of co-created statements capturing agreed principles that will guide omni-working across the organisation. These statements are an important framework that provide direction, consistency and inspiration to shape decisions and behaviours. These are more powerful if everyone has played a part in creating them. Once generated, there is freedom and autonomy to act within them.
Guiding Principles are typically created at an organisation level, creating a set of Team Agreements allows individual teams to be detailed and explicit in how they will work together to manifest their Omni-WOW. This allows for specific working practices to be set up within different business functions and locations.
Exploring the physical world of offices and our continued journey in ‘untethering’ work from a single fixed location is an important element in the Omni-Working Framework. The four kinds of work we do require specific spaces to meet the needs of that work; resulting in team neighbourhoods, flexible spaces, wellbeing spaces, and spaces that are designed to be inclusive for everyone.
In order to successfully work in all ways from all places we need cloud-based technology that enables seamless transitions between different working spaces and practices. We need to adapt to using accessible platforms that support synchronous and asynchronous working, embrace greater use of AI and automation, and provide a personalised digital workspace accessible from anywhere.
The Omni-Working Framework is our guide to support you in creating a modern workplace.
We combine this with our expertise in bringing people together for conversations that matter, and to help you bring your strategy to life.
In this short video Gwen Stirling-Wilkie shares an overview of the Omni-Working Framework.