NAVIGATE.LEGAL

What makes a successful hybrid model?

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As many businesses consider how to apply the lessons from remote working, we take a look at what helps a hybrid model and what hinders it.

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Successfully reconciles two competing styles of work requires more than dividing the week into office time and remote time.

The way we work in an office shouldn’t dictate how work develops now that we are working remotely. Office conventions were not only founded on proximity to a physical location, they predate much of the technology we are now using.

Defining the remote workspace by reference to what used to happen in an office is making work harder than it needs to be and limiting the full potential of this new style of work.

A growing number of people are becoming disillusioned with the content of their work and their place in a work model that is increasingly trying to rationalise its purpose. The longer we keep yesterday’s practices, tools and objectives – the harder it is to deliver the expected outcomes – and that puts pressure on the people in the business. In this article we share some factors common to most businesses and some thoughtful suggestions on how to stimulate meaningful progress on this important issue.

Is legal innovation fake news? Is the legal industry more interesting in appearing innovative rather than becoming innovative? So is innovation in law nothing more than a smoke screen – a PR exercise hiding the old system’s business as usual? We explore some ways in which innovation is failing legal and then suggest some actions that can refocus the debate toward tangible, meaningful outcomes.