Transforming the work model in the pharmaceutical company
This case study delves into the process of transforming the work model within one of Poland’s largest pharmaceutical companies. Like in many other organizations, this transformation was triggered by the shifts catalyzed by the Covid-19 pandemic.
Evolution of the Work Model
Before 2020, the company adhered to the conventional office-centric work model. Remote work was occasionally permitted, limited to exceptional cases defined through ad hoc agreements with team managers.
The lockdown and the rapid implementation of company-wide remote work highlighted the necessity for a more flexible approach, prompting discussions about adopting a hybrid work model – in line with staff expectations. A survey indicated that 88% of employees favored the option of remote work for at least 2 days a week, with nearly 40% considering 4 or more days optimal.
Concerns of Management and the Board
Despite employee enthusiasm, management expressed concerns that the hybrid model might negatively affect long-term company performance. The situation was further complicated by the conservative stance of the supervisory board, which believed that the return to a solely office-based mode was inevitable post-pandemic.
How was this solved?
