Two years ago, CBA B+G embarked on a transformative journey by adopting a remote working model. This change was not only a response to global circumstances, but also a step towards innovation and adaptation to the new paradigms of the corporate world. The transition to remote working brought with it the need to adapt to digital processes, embracing the concept of flexible working. Today, we revisit the experience to understand how we have navigated these digital waters and what lessons have been learned along the way.
Our reflection is inspired by the conversation we had with Fernanda Mourão, Architect of the Future of Work, our guest at Café+ in November 2023 to talk about the topic. Fernanda is an expert on the subject and provided insights and good observations on the remote, hybrid and face-to-face models in the search for greater productivity and quality of life.
Insights into the flexible working model
1. Space has become a working tool: Work is no longer a place but an activity. Spaces are now meeting places and the company culture is embodied in these environments.
2. Onboarding requires a lot of attention: Because it is relatively new, the flexible or hybrid work model requires a more careful integration and onboarding process, especially for newcomers and junior employees.
3. Adaptation and adjustment of perspective: The mechanisms for managing remote work have evolved rapidly, as has our adaptation to them. Natalia Azevedo, Senior Designer at CBA B+G, makes this point: “One thing we hear a lot is ‘in person we could get up and go to the colleague’s desk to talk’, as something that some people miss a lot. However, reading about the subject, there is a counterpoint from people who, when they were in the office, thought this was a terrible thing… I find this change in perspective very interesting, it shows how much we are biased by the ‘ideal of extroversion’ and we don’t even realize it.”
4. Self-management is key: Flexible working requires more robust planning and self-management skills, without relinquishing responsibility for the company. This can be a challenge for some managers. A good example is Spotify, which offers remote working strategies and options, with an emphasis on employer branding.
5. Romanticization vs. Reality: Recognize that not everyone is suited to being a “digital nomad” and that remote work is not a perfect, unanimous world ready to be inhabited. It has to be built – and in a collaborative way.
“One thing we hear a lot is ‘in person we could get up and go to the colleague's desk to talk’, as something that some people miss a lot. However, reading about the subject, there is a counterpoint from people who, when they were in the office, thought this was a terrible thing... I find this change in perspective very interesting, it shows how much we are biased by the ‘ideal of extroversion’ and we don't even realize it.”
6. Small talk has its value: It’s very important to create rituals that promote interactions not strictly related to work, adapting the dynamics of “small talk” to the online environment. We know that it’s not possible to reproduce the face-to-face experience in the digital world, but there are mechanisms to escape the distance and impersonality imposed by physical absence.
7. Quality of life and sustainability: The remote model offers a better individual quality of life and allows the inclusion of employees from different parts of the world. For Mateus Potumati, Verbal Designer at CBA B+G, “the exclusively remote model, as well as avoiding wasted time and increased stress, is much more sustainable. A company that can adopt it is making a huge contribution to reducing its carbon footprint. This, in my opinion, should even be encouraged by governments.”
8. The end of physical borders: An undeniable benefit of the remote model is the possibility of working with people from different corners of Brazil – and the world. This is not only beneficial for the work itself: it means a huge gain in diversity, inclusion and cultural breadth.
9.Mobility and new dynamics in the city: Supported by technology, the dynamics of everyday life have taken on new aspects, generating an impact on the environment – transportation, demographics and sustainability are being rethought.
10. New responsibilities for leaders and subordinates: The relationship with work has taken on new contours in terms of well-being, mental health and geographical freedom, as well as demanding greater self-knowledge from those who lead and are led. Everyone wins.
While CBA B+G positions itself as a “laboratory” company with a 100% remote working model, we recognize the advantages and disadvantages and are constantly learning. “Adopting the remote working model has imposed new challenges on us, such as reviewing results, metrics and behaviors. But I’m sure that this change contributes and will contribute to the long-term success of our organization,” comments Luís Bartolomei, CEO of CBA B+G.
The experience so far suggests that, despite the nostalgia for the office and the unique challenges of the remote model, there is more to be gained from deepening and improving this flexible format, especially in the context of large cities with their difficulties in getting around. We will continue to explore and discuss this topic, always open to learning and adapting to better meet the needs of our team and clients.
