Hybrid (isn’t) working.

Of all the challenges companies faced over the past year, few were bigger than figuring out how to do remotely what they were used to doing together. It’s an uncertain leap of trust. So, what is it about hybrid working that makes you feel like it’s going to be a management nightmare? When the world is looking forward to a hybrid future, why do you find yourself daydreaming about a homogenous past? You know, the days when your whole team was together – when the office was abuzz the chatter of colleagues and the clatter of keyboards? The short answer is this: hybrid work has the potential to fail spectacularly. That is, unless companies embrace the power of AI, specifically the next-generation of human activity recognition for knowledge workers.

Now for the long answer.?

Let’s start with a reality check. A hybrid model where employees split their week between the office and wherever else their laptops take them, is a fait accompli. After a year of remote working, the genie is out of the bottle and there’s no squeezing him back in. It unexpectedly and suddenly propelled us into the greatest change to the way we work since Scientific Management arrived on the scene a century ago, and there’s no turning back. The question, then, is not how to coax workers back to their cubicles, but how to make hybrid work, productively.

How hard can it be? Outside of the work context, hybrid is synonymous with strength and advancement. In the canine world, crossbreeds are healthier than purebreds; hybrid cars are quieter, cheaper to run, better for the planet. But these hybrids draw on the best of their origins; what happens when a hybrid is made up of the worst? Is that what the future of work will be? Picture this: On the one hand, a corporate office that employees treat as a social hangout, passing by to high-five colleagues and catch up on gossip. On the other hand, a cohort of remote workers who are burnt out, unproductive, and out of sight. It’s a recipe for disaster – and it is you who has to pull this hybrid miracle off.

Concerning headache.

For employers, creating a hybrid model isn’t just a headache, it’s a migraine, and a chronic one at that. Some critics suggest resistance from above stems from an egotistical fear of losing control, or that some managers will be left feeling defunct, with no shoulders to stand over or glass walls to gaze through. But for good leaders, that’s not it at all.?

One of the things that got you and your company where you are today is foresight, and if that sixth sense of yours is sounding the alarm over hybrid working, you’re right to be wary. While others are hyping up hybrid, you’re faced with balancing the potential pitfalls: the lack of emotional connection, the ‘FOMO’ effect, the managerial bias, the absence of meaningful coaching, the impact on professional development. Then there’s employee activism and the deluge of lawsuits that will inevitably follow. And these all feed the elephant in the room: the productivity problem.

Approximately 90% of C-level executives say that productivity is a top concern in the hybrid future. Make no mistake about it, work from home over the last year has been based on a response to the pandemic, not because we believed it was optimal for business.?

Are your instincts telling you that hybrid working may be bad news? If so, here’s why they are probably right.

At what cost?

According to numerous surveys involving tens of thousands of workers, around 70% of employees want flexibility for when and where they work, while research from Gallup indicates that the same percentage of employees were unengaged long before the pandemic. Surprising? Not so much. Employees didn’t want to be in the office in the first place. Before the mass migration from corporate buildings to kitchen tables, workers were already dissatisfied and unproductive. For the exhausted and uninspired, working from the sofa dressed in slippers and pajamas was the stuff of dreams – and now they’re living it.?

Ok, so even seasoned telecommuters accept there are drawbacks: loneliness, longer hours, the distractions of home life. But if they had to choose between the meeting room and living room, the latter would win hands down. Only, they don’t have to choose, do they? And that’s the allure of the hybrid model: employees can engage in office banter and in-person teamwork when the mood strikes them, and then retreat to their lairs where they can indulge their new-found agoraphobia, shed the work suit, and resume their virtual existence via videocall. Phew.?

Those in favor of the hybrid approach don’t just express a preference for freedom, they demand it. Over half of employees say they would look for a new employer if their current organization required everyone to work together again in the same building. In short, the flexibility to work from home is no longer a perk, it is a requirement. Not allowing it is a dealbreaker. But as we know, freedom is never free. In fact, it comes at a cost – and a high one at that.

Missing out. It’s more than a fear.

As human needs go, a sense of belonging ranks highly – just look at Abraham Maslow’s hierarchy of needs; in his famous pyramid, ‘belongingness’ follows hot on the heels of basic requirements like food, water, and safety. But in a world of work where employees crave freedom from office confines, encouraging belonging while offering flexibility is a hard circle to square.?

Yes, working from home has its upsides, but it can also create real loneliness and the fear of missing out. So common has the phenomenon become, it’s now known simply as ‘FOMO’. While some employees thrive at home, others feel out of the loop. And it can be more than a feeling. Intentional or not, employees who are out there in the ether are more likely to be left off meeting invitations or email threads that emerge from face-to-face encounters. At a more human level, they miss out on social interactions too – catch-ups at the water cooler, coffee with co-workers. The small stuff that matters.?

Even worse, the substitute we have chosen for meaningful interactions provides the perfect FOMO breeding ground: social networks. They might offer opportunities for engagement, but they offer far more opportunities for exclusion. With an endless stream of activities and experiences shared via social networks, nobody stands a chance of being involved in it all.

FOMO at work isn’t just a hypothesis. Companies that experimented with remote work before–Yahoo, IBM, Aetna, Best Buy, Bank of America, AT&T–called employees back into the office because remote workers were often marginalized. And because they discovered that some of the best decisions and insights come from hallway discussions and impromptu meetings.

The perils of the previous experiments resonate with current CEO fears. In an interview with Bloomberg, Jamie Dimon, Chairman and CEO of JP Morgan Chase, pointed out that most of us learn by apprenticeship systems. That means seeing mistakes and learning how to handle clients and problems first-hand. As he said, “It’s hard to inculcate culture and character when you have the Zoom world.”

Biased exclusion.

Closely tied to FOMO is proximity advantage. The premise is simple: employees who are physically present are offered more opportunities than those who aren’t. The fact is, hybrid work might feel like a great idea, but it can irritate the boss and hurt employees’ careers. Many managers still value in-person interaction, so those grafting from home are likely to miss out.?

This feeds into the wider problem of management bias. Of course, certain biases have always clouded performance reviews and performance management, but in a remote setting, the ramifications are amplified. There’s a difference between how managers behave and how they should behave. With fewer employees around, they will notice the ones who do make it into the office. Almost by default, those employees will become the go-to people for important, urgent tasks, simply because they’re within sight. The odds are, they’ll gain more experience, more attention, and more financial rewards too.

Unprepared leaders.

Companies are becoming more flexible about when and where their employees can work, but it’s the direct managers who really set the tone for their teams – and right now, stress levels are high. In a survey from Gartner, 40% of managers said they’d been feeling higher levels of stress and were logging more hours than before the pandemic. It’s not hard to understand why; remote and hybrid working is piling pressure on managers who are forced to spend more time discovering and keeping track of what’s going on with their teams. Instead of one work environment, many will have two. And therein lies a new challenge.

Meanwhile, those workers who are out of sight run the risk of also becoming out of their managers’ minds. During the COVID-19 pandemic, nearly half of employees felt unrecognized and paranoid that their work was going unnoticed. It’s understandable. Feeling overlooked when managers have little or no visibility into the work being done is a classic case of cause and effect – and the impact can be profound, not just on employee morale, but on business too.?

Only 20% of managers rate their virtual leadership skills as ‘good’. More than two-fifths of employees also say their managers need new skills to manage employees remotely. With all this in mind, there’s a good chance that the job of a front-line manager is about to get harder than it’s ever been before.

The (sub)class of 2021.

Hybrid working might be taking off, but mindsets lag behind. In all the talk of change and advancement, the perception still exists that people who are at the office day-in, day-out, are dedicated, hardworking, and reliable. By contrast, there’s a class of managers who fear that employees cannot be trusted to work remotely and still be productive. It’s hard to break old habits.

In a hybrid world, then, there is a real danger that a class system will emerge, with colleagues pitted against each other: remote workers in one camp and office workers in the other. What happens with employees who dabble in both, is anyone’s guess.?

As Jeffrey Polzer, an HR management professor at Harvard Business School, told CBS News, "Anytime you have one group of employees doing one thing and another group doing another thing, you have a chance for an 'us versus them' dynamic to take hold.” For Polzer, when workers are dispersed, relationships weaken, and vital networks tend to shrink.?

(Un)equal access.

In the hybrid debate, one topic that has received little attention is also one of the biggest, and that’s exacerbated inequality. As soon as hybrid models become set in stone, all the inequalities currently bubbling under the surface will come bursting out, gushing along corporate hallways, and flowing straight into the boardroom. Gender, socioeconomics, age, race, religion, access to technology, a suitable place to work: you name it – the list of grievances is long. Here’s the thing: hybrid working is all very well when people choose it. It’s when they don’t, that the problems start.?

In essence, the hybrid model amplifies issues of inequality. There’s no escaping the fact that while some groups of society will benefit from flexible working, others will struggle. It is a case of the “haves” and “have-nots”. According to McKinsey, employees with young children are the most likely to prefer flexible work locations, with only 8% suggesting they would like to see a fully on-site model in the future. That said, for women, who tend to juggle work and childcare, remote work may prove even more complex.??

In the world of work, the ”motherhood penalty”, is already pronounced, as mothers seek to balance family responsibilities with work duties. Now, the shift to hybrid threatens to exacerbate the perennial problem. Women may be given the option of flexibility, but that comes with a tradeoff, which is that relationships in the workplace may weaken and opportunities can pass them by.

Millennials are the group that has pushed the hardest for flexible working, but as Jamie Dimon pointed out at the Wall Street Journal’s CEO Council Summit, it’s not always the ideal model for development, either professional or personal. As he pointed out, “Remote work has drawbacks … It doesn’t work for young people and those that want to hustle.”

Young people were already at a disadvantage. Historically, young recession entrants had fewer children, and they experienced higher divorce rates. They also experienced substantial lags in career progression, with earnings taking a 5% to 20% hit and career advancement lagging by up to 15 years. While some of these disadvantages can be temporary, they can have substantial impacts on lifetime outcomes. And in the immediate future, we have to deal with the fall-out of the pandemic and its impact on early-career entrants.

And what about the employees who face practical challenges: adequate access to the internet, devices, and even a quiet, comfortable space to work? A middle-aged executive might have the luxury of dedicated office space in a large family home, but the same can’t be said for everyone. With roommates, children, and shared devices in the picture, working from home can be a nightmare.

More often than not, these issues are drawn along economic lines, bringing class and race into the mix too. Will it only be single, white males with healthy bank balances who can afford the hybrid high life? If underrepresented communities choose to work from home, it could negatively impact their pay and promotion prospects, and make future leadership teams less diverse.

Interestingly, Slack’s Future Forum survey found that 97% of black knowledge workers wanted a hybrid or fully remote work model, compared with 79% of their white counterparts. The reasons included a reduced need to fit the norms of a majority white office, and fewer instances of microaggressions and discrimination. But if the corporate world was ‘white’ before, what does this mean for future race relations??

Then there are the jobs that simply don’t offer the choice – the hands-on roles are often taken on by people with more challenging socioeconomic backgrounds. Are we headed for a world where only the privileged can enjoy the benefits of working from home?

From here, the mind doesn’t have to stretch too far to see what comes next: legal challenges left, right, and center, as employees challenge corporate decisions at every turn and assert their rights. Are you ready for that?

Employee activism.

In recent years, there has been a shift in focus from what employees can do for their companies to what their companies can do for them. Today, this trend is taking the form of all-out activism related to the when, where, and how of work. Employees are calling out leaders who introduce return-to-work policies that they deem unfavorable – and it seems that not even flashy campuses can beat working from home, with Apple a case in point. Following the announcement of tech giant’s hybrid work plans, employees responded to Tim Cook with a detailed letter asking the leadership team to reconsider. The letter began with “We respectfully request…” and went on to outline their demands for more freedom, more flexibility, and more control over their own schedules.

Employee activism is at an all-time high in the modern world. Armed with perceived power, social media, and the rampant “YOLO” philosophy, employees are saying “screw you” to their leaders. They’ve simply had enough. Wages have been stagnant for decades. Companies have been demanding more and offering less. For too long, power has been skewed towards employers, and now the balance is shifting. Employees are speaking up—even quitting their jobs—in record numbers. Their activism is putting companies in a bad position, scaring reputations, and leaving them understaffed.?

Cubicle coaching. MIA.

Generation Y might have been a driving force in the push for flexible working, but what about Generation Z? The lack of direct mentoring and face-to-face learning is impacting workers of all ages and career levels, but it is those who are just entering the workforce who really stand to lose. The absence of in-person coaching and feedback from managers doesn’t just damage productivity and professional development, it can also add to anxiety levels that, for many employees, are already through the roof.

The lack of cubicle coaching is something that’s been bothering David Solomon, the CEO of Goldman Sachs, since being mandated to empty out offices. “I don’t want another class of young people arriving at Goldman Sachs in the summer remotely … that aren’t getting more direct contact, direct apprenticeship, direct mentors,” he told The Guardian.?

Actually, his bank operated successfully throughout the COVID-19 crisis with less than 10% of its 34,000 global staff working in the bank’s offices, but Solomon is emphatic that this did not represent “a new normal” for the firm. Looking to the future, the repercussions of today’s decisions are clear. He makes the point that, in businesses like his, which offer an innovative, collaborative apprenticeship culture, the hybrid office is far from ideal.

With all this in mind, are employees really ready for the cost of hybrid life? In exchange for freedom and flexibility, are they prepared to accept the tradeoffs and penalties of remote work? Employees may feel like hybrid is the key to happiness, but we’ve already attempted worker autonomy – and it failed. Remember Peter Drucker declaring that knowledge worker productivity required autonomy? For decades, it was the strategy of the day, but assuming that employees would do the “right thing, every time” ultimately led to a drop in productivity growth from an astonishing 3% throughout most of the 20th?century, to a rate of barely 1% during the “worker–autonomy” era.?

Powerless productivity.

With productivity still experiencing muted growth, one of the most important questions that you’re forced to answer is, how does working from home affect productivity? Mainstream media is filled with stories of employees working more than ever, and how the transition to remote working has been surprisingly smooth. But that’s not the full picture.

Surveys asking employees about their productivity misrepresent reality. Of course, employees say they were more productive with remote work because they are lobbying to keep it. To help executives understand how the shift to remote and hybrid life has changed the way we work, enaible analyzed 7.5 billion data points and supplemented the findings with reputable studies based on workplace data. The conclusion was interesting, if not surprising: there is a difference between hours that employees feel are productive and hours that actually are.?

At home, employees achieve the same output, only less productively. They might work longer hours, but all that means is that they take longer to handle the same workload that would be on their desk in the office. In fact, enaible’s study and leading academic research have revealed that productivity fell by an average of 7% for remote workers, with that decline reaching 20% during the work from home period of the pandemic.?

This sizeable decrease in productivity is driven by changes in work habits and allowing it to continue in the hybrid future will come at a high cost for businesses, dealing a blow to margins and earnings per share.

Blank sheet of paper.

Actually, hybrid working is not just uncharted territory, it’s extraterrestrial. As a leader, you are used to offering guidance, setting the course, making decisions based on sound judgment. But suddenly, a century of working practices is unraveling and the responsibility to hold it all together falls on you. Not only that, but you’re also expected to craft something strong and beautiful from the tattered threads.

If you’re only focusing on “where” your employees will work–office, home, or hybrid–you’re gravely underestimating the significance of the pandemic. Hybrid work isn’t just a new way to work, it’s literally the rewiring of how things get done. It is the biggest shift in work in a century, and executives don’t feel prepared. According to research from McKinsey, nine out of 10 companies plan to embrace some form of hybrid working, yet 68% of them don’t have a plan in place. Instead, they’re learning their way through it, reacting to situations as they arise, and listening to what employees are asking for. Of course, listening is imperative – especially given the inversion in the relationship between employer and employee – but implementing remote work policies, creating a hybrid game plan, and hiring a Chief Remote Work Officer isn’t enough to cover the bases.

What’s more, making a success of hybrid working is much harder now than it was during the height of the pandemic. Why? Because we were all in the pandemic together. Because government ordered businesses to shut their doors, and where there is no choice, there is no blame. Fast forward a year and your mind boggles with options as you attempt to define your hybrid future.?

And the stakes are high. The decisions you’ll be making in the coming weeks will be permanent, and whatever model you choose, the productivity of your employees will determine how investors react as they examine productivity as a profitability driver.?

Yet, among all the pressure, responsibility, and stress, there is opportunity. Warts and all, hybrid is a once-in-a-century chance to rethink how we work and how we make that work productive. A hundred years ago, the “great rethink” led to a productivity boom that lasted a half-century, and now it’s time for the Roaring Twenties 2.0.

As Salesforce president and COO, Bret Taylor, said, “It’s kind of fun to have the whole world reimagine white-collar work. I mean, who would’ve thought three years ago that we’d be doing this right now, and as someone who’s been in the tech industry for a long time, it’s pretty fun to start from a blank sheet of paper and reimagine our cultures.”

But that doesn’t mean that it’s easy. In one IBM study, 50% of out-performing company CEOs said managing a remote “anywhere” workforce would be a top leadership challenge over the next few years. Hybrid productivity, meanwhile, is a top priority, and one that needs to happen fast. The pandemic is accelerating change and bringing forward the future.?

In many ways, the change that COVID-19 has ushered in is long overdue, but now the race is on to get to grips with our new realities, and artificial intelligence powering employee productivity will be critical to helping leaders cross the finish line.?

The technology is mind-blowing in complexity, but the essence couldn’t be simpler: twenty-first-century success is all about data and AI is turning it to insights and information that are unrivaled and unprecedented in every way.?

People are your biggest asset, but they’re the least understood. Now AI is changing all that.

Artificial intelligence, real gains.

The arrival of hybrid working is a once-in-a-century change, and you face a once-in-a-lifetime opportunity to get it right. Inevitably, there will be winners and there will be losers, and those who will prevail are the ones who embrace the power of AI to measure grow productivity, and who place the right tools in the hands of their teams.

We’ve reached a level of technological progress in which data is the solution. Actionable data gives a more in-depth look at employee productivity and reveals everything you need to know about the progress, quality, and output of each individual. Mastering productivity through data and AI is not an opportunity to pass up; according to Grand View Research, the global productivity market is expected to reach $103bn by 2027.?

The productivity figure might seem lofty, but AI is helping it get there. AI can now analyze worker behavior in the same way it analyzes the way we shop, travel, learn, and consume entertainment. For example, human activity recognition (HAR) tools, like enaible’s Trigger-Task-Time? algorithm, are capable of providing almost instantaneous, data-driven productivity insights. Using signals from the systems employees work in every day, trained algorithms automatically recognize what they’re working on, when and then codifies it to the “universal” knowledge worker activities. So advanced has this AI technology become, it can learn how employees work, measure individual productivity, provide recommendations to build new work habits, and even give recognition.?

These are exactly the ingredients you need to get the most out of your hybrid team and perform not just as well as you did when everyone was onsite, but even better. And that means better for everyone–employees, companies, investors, and the economy as a whole. By harnessing AI with a forward-looking mindset, and embracing new innovations, you have the chance to create a future of work that is productive, fair–even exciting– for each member of your team, whatever their role and wherever they are.

AI-powered solutions might be new, but they are proving a disruptive force in the market. Already, there is evidence to support the impact that the capabilities they offer are having on business, with Fortune 500 companies that use AI to measure productivity, experiencing double-digit productivity growth.??

In the world of hybrid work, the ability to generate such productivity growth will be vital in the world of hybrid work. Through AI, hybrid businesses can develop new productivity metrics, create a solid basis to measure employee productivity and gain actionable insights into exactly what they and their employees need to thrive.?

Unsurprisingly, AI rollout has increased significantly over the past year. In fact, McKinsey has found that 67% of organizations accelerated their deployment of AI during COVID-19. That’s because the insights that AI can generate allow for more immediate feedback, create consistency across remote teams because data is more standardized, and reduce the likelihood of human error when reporting.?

Your cake and eat it too.

The dramatic shift to remote work made executives ask a question that should’ve been top of mind long ago:?Are our employees working productively??It suddenly became clear that leaders didn’t have a common, objective way to measure productivity and had instead been relying on a butts-on-seats approach. With that no longer an option, managers far and wide are feeling uncomfortable – left in the dark while trying to stay up to date.??All the while, productivity is going unmeasured and unchecked, and that’s a problem. After all, if you aren’t measuring productivity, how can you improve it?

Here, it’s important to make a distinction: prioritizing a hybrid model doesn’t necessarily equate to productivity gains. But, by leveraging AI you can have your cake and eat it too. AI technology highlights changing work styles and habits, and can compare on-site and remote work. With this vital insight, you can stop guessing and start making informed decisions about how, when, and where your people work best. Human-centric AI is the cure for the hybrid headache and the remedy for employee productivity, wherever they work, whatever they do, whatever the time of day.

This is not the time to rely on your gut. There is too much at stake; this is one opportunity to shape the future of business that you will never have again. Somewhere floating in your company’s ocean of data is?the knowledge that will change the way you work, and make employees truly love what they do.?

Big data isn’t about bytes, it’s about talent, and by introducing AI productivity platforms to the systems that your employees use every day, you can bring the very best out of your hybrid team and catapult productivity to new highs. You can rest, too, safe in the knowledge that your people are fulfilling their jobs, wherever they may be. Only when you reach that stage, is when the price of freedom and flexibility will be one worth paying.?

Autonomous leadership. Priceless.

As you stare down the barrel at a hybrid future, what if all of the fears you anticipate, could be magicked away? Well, with AI, that’s not as farfetched as it sounds. From FOMO and employee activism, to coaching and management bias, AI productivity platforms are the priceless solution for freedom and flexibility.??The future of work requires a give and take. Employees are demanding flexibility and you must deliver results. AI productivity platforms make both possible. At the heart of AI,?autonomous leadership?is giving every employee what they need to get better, work smarter and achieve more.

Forget FOMO.?With autonomous leadership, employees forget FOMO and instead become “in the know”. AI doesn’t just provide visibility and insight to managers; it provides them to employees too. AI productivity platforms enable employees to be a part even when they are apart. They can track their own productivity and bring the best out of themselves, all the while staying connected with their colleagues as if they were a desk away.

Virtual proximity.?With AI, proximity advantage is no longer limited to having a cubicle in eyesight to the boss. Even when employees are out of sight, they can be top of mind, with AI walking the halls even if there aren’t any.??Whether an employee is in the office or working from home, AI gives managers a crystal-clear window into when, how, and how well, they are working. When it comes to issues of bias, autonomous leadership levels the playing field; it overcomes subjective management bias and equally arms all employees–wherever they choose to work– with the benefits of being in the office.

Equal opportunity.?Autonomous leadership helps nurture cohesive, first-class teams instead of fractured employee sub-classes. It’s a win-win; through AI productivity platforms, managers know what employees are accomplishing, even when they are out of sight, while employees can earn recognition and learn how to get better by the day. Even when off-site and out of sight, employees have equal access and the opportunity to stand out. It builds trust and boosts inclusion, fairness, and transparency. And when there is insight and understanding, there is equal opportunity for all.

Employee power. Historically employees left managers, not companies. But in the era of employee activism, what companies do (or don’t) is equally important to how managers behave. Autonomous leadership puts the?right?power in employees’ hands; the power to succeed wherever they work rather than leave in search of greater flexibility. AI productivity platforms give employees the power and flexibility to do whatever needs doing — wherever that may be.

Coaching made better.?AI-coaching is more personal and impactful than cubicle coaching. Simply put, it has the power to give employees the support they need to get any job done, better. AI productivity platforms learn how and when each employee works best and offers intelligent recommendations that give that extra push to help them reach the next level. It’s the perfect blend of information and inspiration, right when they need it. With AI doing the coaching, employees know where they stand and how they can improve. Best of all, there’s no need to wait for a coveted slot in a manager’s diary. Day or night, AI coaching is just a notification away.?

Better together.?Wherever employees work, whatever they do, whatever time of day, AI productivity platforms turn millions of data points into easily digestible insights so managers can focus on what makes a difference. And stay up to date without looking everywhere only to get a partial view. With this vital data, they can win the guessing game when making decisions on who should work where and how to work in the best ways. Autonomous leadership also enables them to stop monitoring and start empowering, and to acknowledge and reward great work.?

Productivity for everyone.?AI productivity platforms enable you to measure productivity, track?progress, take action to deliver more results, boost employee engagement, and ensure your team is ready to achieve more. Combining all of your work systems with specially trained human recognition algorithms, AI productivity platforms give you the common metrics you need to compare different departments, teams, and employees in a single view. With that insight, you can improve productivity by discovering where time is spent, optimizing work, and removing unnecessary distractions.

Undoubtedly, hybrid working presents its fair share of challenges, but with AI and autonomous leadership, we’re also entering an era of new possibilities. With AI, suddenly, your remote and office-based teams are working to the max, in perfect harmony. And when it comes to productivity, it’s never been easier to get more with less. Employees and managers make the best use of their time when they have powerful, intuitive insights – the kind of insights that can only AI can deliver.?

But there’s something else too; as work becomes more personalized, it also becomes more human. Your employees might be scattered across cities, states – even countries, but with an AI productivity platform, you have a unique opportunity to truly bring all the work together in one platform.?

The future of work is here. The question is, are you ready for it?

Even better together.

If hybrid models are shaping the future of work, AI is shaping the future of productivity – and it is those who embrace both who truly stand to gain. The prospect of hybrid working might make your heart sink, but the ship has already set sail; the future of work is dawning, and hybrid is here to stay. Whether businesses have staying power, is another question entirely, and that’s down to how well they rise to the challenges ahead. As the world continues to remind us, nothing about the future can be taken for granted, but with the support of an AI productivity platform, you can gain the visibility you need to grow your business, wherever your teams might be.?

enaible is good for employees. Great for business.