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Navigating opportunity in the space of flexible working, digital transformation and people wellness
Navigating opportunity in the space of flexible working, digital transformation and people wellness

When it comes to exploring the space of flexible working, it is fascinating to see the focus on the structure of time; exploring an optimum ‘flexible workweek split’ is a common focus for employers. Yet at the crux of all workplace performance analysis, is the need to be looking at the why, as it enables us to uncover where motivation comes from.

One question you can ask yourself is ‘why do my people need to be in the office?’ Some of the answers might be connection, understanding what our people are doing, time to meet and collaborate. All of these seem harder to manage when there is less time together physically.

With challenge comes opportunity. The balance between when we need to be physically in the office or not is an important conversation when it comes to continuous improvement. With a true commitment to optimising a flexible model, we really need to look at how our people optimise their time, which can be different from role to role, person to person etc.

From a psychological perspective, for example, introversion versus extroversion is a key consideration to how someone optimises their time; introverts physical energy gets drained by people, whereas extroverts are energised by people and require more in-person connection.

Digital transformation is a key consideration in facilitating the flexible working space and workforce productivity. However, in exploring the platforms available, most don’t look at it from an informed performance perspective, rather the focus seems to be on project/task management and coordination.

Approaching digital transformation priorities from a performance and culture lens, allows us to explore how we create open and transparent processes that can integrate with alignment frameworks, such as objectives and key results, for example (which underpin the workforce alignment frameworks of leading global giants such as Google).

Universal reflection on lockdown highlights the theme that we are too busy and often focus on things that have little meaning to us in our day to day living. Focussing on time efficiency is key, as we navigate to find a new normal in a time where work-life balance becomes an increasing priority.

Yet there seems to be a perceived need to be busy to manage competing priorities, which is complicated by a virtual world that brings anything and anyone into our homes and lives, all of the time.

"I cannot stress enough that the focus on optimising how we spend our time, needs to include the what and the why, as this is at the core of wellbeing; wellness actually requires space to be still" says Mel Bedggood, Growth Development CEO and former mental health clinician and leader.

Employers have a unique opportunity to be part of something much bigger. With a little bit of knowledge on engagement and alignment methodology and integrating this into the right virtual platform/s, we can now optimise our people’s performance and wellbeing. This is a win-win.

Infrastructure alignment enables us to take our strategic plans and integrate those into the everyday focus for our people. When your people are meaningfully engaged in their work, there is no need to monitor their time.  If you have found that your people have not been productive in a lockdown climate, it is guaranteed that your workplace is missing the fundamental performance motivator – meaning.


Growth Development specialises in the development of leadership, teams and organisations. Bringing a world first intentional culture design model that transforms an organisational 'people system' to one that inspires people to be connected and committed to growth. Growth Development supports you to build a system that embraces agility and innovation and will provide you with the frameworks and tools to not only achieve success, but report on it.