STKI 2020 Work Day Final

What questions will be answered in – Work Day?   REMOTE CONSUMING The Coronavirus crisis has completely changed the way we consume and sell products and services. The possibility to reach any company (without the need for flying or physical…

STKI 2020 Work Day Final

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What questions will be answered in – Work Day?
 
REMOTE CONSUMING
The Coronavirus crisis has completely changed the way we consume and sell products and services. The possibility to reach any company (without the need for flying or physical arrival to the offices) opened up possibilities and barriers that until today were very significant. On the other hand, companies have noted that there is no substitute for the relationship and trust built in those frontal interactions
What is the online strategy in organizations today?
In the first lockdown we saw many companies that were caught unprepared and did not recognize the opportunity to enter the world of Commerce. What changed in the current lockdown and/or what organizations do differently now? What developments are expected in the domain (Marketplace), and what is still not working?

REMOTE EXPERIENCE
During this period, customer service and experience is important more than ever. Companies that managed to produce an exceptional service experience have stood out in particular, and gained loyalty and appreciation from customers. In addition, we saw that consumer preferences have completely changed: Where originally digital channels only supported the physical world, today the relationship became reversed.
What is the significant and profound change that consumers have gone through, and what does this change mean for organizations?

REMOTE WORK
The Coronavirus crisis has accelerated trends that would have taken decades to play out. One of them was working remotely (in most cases – from home). At first organizations were in shock, then fell in love with the concept (and even announced that they would adopt it even post-Coronavirus and allow some time to work remotely), and no doubt the trend is here to stay.
It seems that organizations will move on the scale between remote only and office only, with most of the organizations allowing employees to continue working remotely on a number of fixed / changing days. Given that, who is responsible and how to manage this operation – from scheduling the right staff on the right day (what happens if they have external dependencies?), seating arrangements according to regulations, working with third parties, etc. Who do you think the organization is responsible for?
Productivity – Many organizations faced the difficulty of measuring employees productivity by factors other than work-hours for the first time.. What is the significant change in the context of measuring productivity in organizations (measuring team productivity, employee trust ..)?
One of the trends that emerged during this period is Low code platforms for non-IT. These are tools that make it possible to access services from old / legacy systems in a more digital and convenient way, which allow non-technological employees to write simple applications in a relatively easy way and reduce the load from IT. Is this the new development? Is this the most appropriate replacement for cluttered Excel and macro files, which can give freedom to any tech-savvy employee to build the most convenient and appropriate tools for themselves?
Recently there has been a lot of talk in the context of employee wellness. In a time of uncertainty it is clear that the responsibility of the organization is also to take care to prevent employee burnout and a sense of loneliness, to empathize and strengthen the informal connection. What strategy have you led in organizations in this regard?

REMOTE MANAGEMENT
The role of managers has completely changed in remote work; New management skills are required, management routines adapted to the situation, and the manager is in fact the intermediary between the employees and the management (and as a result is getting hit from all directions).
What are some ways to produce effective communication between managers and employees?
How do you see the role of the manager during this period?
What tools do managers have in order to maintain a sense of teamwork (“togetherness”) in working remotely?

REMOTE ONGOING LEARNING
During this period organizations suddenly discovered the gap in employee knowledge and expertise; If in the office it is possible to ask a nearby colleague or an expert in the organization for a moment, in remote work there are difficulties in finding the information and even in asking other employees for help.
How is remote training / learning performed during this period? What support do employees receive remotely?
Who is responsible for learning – Is it the business units or the training unit? How do you connect learning to business and day-to-day work?

ARCHITECTURE OF WORK
How did the Coronavirus affect the physical, digital and cultural work environment?
How will the “new office” look? 
Will there be common workspaces? Work complexes in every city? Will we return to cubes?

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