When the COVID-19 pandemic forced organizations to work remotely, it wasn’t clear at the time how long the situation would last. As we look ahead to the new year, it’s become clear that many organizations will continue to operate remotely through at least mid-2021, with a mix of organizations shifting to hybrid work models where a percentage of employees will split their time between remote and in-office locations.
The prolonged conditions are prompting CIOs and technology leaders to think carefully about what the future of work will look like and how they can best position their companies and team members to remain engaged and productive for the long haul. This includes providing the right collaboration tools to connect remote and in-office workers across geographies and time zones. Plus, CIOs and members of the executive team are also taking a hard look at where and how people in the organization will be working going forward, including tough decisions that need to be made about the use of commercial office space.
Engage with thought leaders who will transform the way you lead.
Jennifer Greenman
CIO,
Cancer Treatment Centers of America
Nigel Townley
CTO,
UK Research and Innovation
Justin Lahullier
CIO,
Delta Dental of New Jersey
GARY SORRENTINO
Global Deputy CIO & Chairman, Zoom CISO Council,
Zoom
TOM HOFFMAN
Senior Research Director,
HMG Strategy
Cross-industry CIOs and executives look ahead to what the hybrid workplace will look like, how employees will collaborate, along with the ramifications for commercial real estate
Valuable perspectives on what the future of work is going to look like, along with the path that CIOs and technology executives must blaze for their organizations to get there
Rich insights from top-tier CIOs across different industries as to how they are approaching the future of work and the cultural changes this entails.
Recommendations for enabling new ways of collaborating and engaging with team members
Meaningful viewpoints on how the hybrid work environment will unfold and the long-term implications for organizations