Enterprise Advisor Vladislav Vodatinskij explains how residence workplace brings key modifications for European firms – The UBJ
Vladislav Vodatinsky
Napoleon Hill once said: “Focus on the possibilities of success, not the potential of failure.”
Corona has permanently changed the world of work and a large part of these changes will remain with us even after the end of the pandemic. In addition to the question of the “where” of the physical workplace, the main focus is on the “how” of our future cooperation.
The new world of work, called home office, is in all likelihood the new normal, because it has never voluntarily receded in human history. The work that is decoupled from the physical workplace will remain, no matter how long we as a society have to deal with the coronavirus, ”says Vladislav Vodatinskij, CEO of the management consulting and project management company ENGINEC.
Remote work as a new business model
Vladislav Vodatinskij has extensive knowledge and experience in management consulting. ENGINEC, a German consulting company, was the brand under which he began his entrepreneurial career. His area of expertise is management consulting.
Its mission is to provide the best business advice to European companies and show them how to run a profitable business. According to him, every project must be started with a clear vision and drive. You will never achieve anything if you are not driven. Set short and medium term goals so that you are familiar with the facts and strategies. This will make your path to achieving your goals a lot easier.
Work with the resources available under the Market Offered for information on your skills.
All new companies and startups struggled to get supplies and conduct research during the epidemic. A virtual working and consulting model was born. Vladislav advises companies worldwide that need his support with digitization and automation projects.
Vladislav’s clients now have the option of receiving business-related advice without having to travel to an advisory office (or virtually). Many people have benefited from this as a glimmer of hope has been given to many who struggled during the epidemic.
Vladislav thrived in his own consulting firm by being available remotely or virtually, not only for the benefit of his clients but also for his own business.
Numerous others have benefited from his market-related advice, and he has not let up. In addition, he is still the point of contact for customers who need market-related and budget-friendly advice. He is your contact for business questions that cannot be resolved remotely.
Home office: companies have to adapt
While some are happy about the new flexibility and the time savings due to the lack of commuter times, others see the delimitation of working hours and the final mixing of private life and work with mixed feelings. Entrepreneurs are already thinking about the optimization potential of the office space: At least 20 percent reduction is in the room. At the same time, however, employers are afraid of losing control and worry about the efficiency of their organization.
Much is still unclear – simply because we do not have a lot of experience and because we mistakenly view the current work structure as a temporary state. Some major changes can already be observed today:
- A new role for employees: In most companies, work organization is still hierarchical and Tayloristic. The boss thinks and the employees act according to instructions. This goes hand in hand with the fact that a manager is the central information and delegation hub. In the new, decentralized work structure, this role is difficult to fulfill, especially when the course of business is very dynamic. In practice, this leads to the currently well observable density of coordination, which in some places gives the feeling that day-to-day business is dominated by countless small video and telephone conferences and the actual added value is being neglected. The current situation accelerates changes in the organization that are necessary anyway: new organizational charts, processes and job profiles.
Organizational units must learn to concentrate more on the delegation of roles and responsibilities and to allow broader powers of attorney, instead of narrow limits, so that employees can make more decisions within the scope of their tasks and responsibilities. - A new role for management: the control of daily work is consistently changing from an ad-hoc and on-demand dynamic to a more stable, more independent work culture. In this working environment, management places a stronger focus on regular communication (status discussions, coordination meetings, jour fixes, etc.) so that the flow of communication in the organization – apart from operational decisions that are the responsibility of the employees – remains constant.
The core tasks of management are now the planning of the resources, i.e. the budget, the capacities and the framework conditions. At the same time, the manager is free to take on new areas of responsibility that are becoming increasingly important. - A new management culture: The current change in the personal influence of managers condenses a trend that has been observed for a good ten years. Managers are challenged in their empathic role, the functional role (“servant management”) is reduced to the activities described above. It is all the more important to emotionally absorb, integrate and activate employees in the dislocated work structure. The sense of togetherness, the social bond of colleagues, the activation of talents and the team performance dynamics are undeniably at the center of the skills and activities of managers.
In practice, this consolidation of trends that can be recognized in advance means that the corona crisis gives managers the opportunity to position themselves well for developments that would soon have required their attention anyway: the change from leadership to individually tailored influence on the Employees with the aim of keeping active, motivated and efficient team members in the work flow.
“Even if Corona brought many changes faster than we’d like, this crisis can help us to develop companies further and make them fit for the future,” says Vodatinsky.
