Everyone has been talking about “new work” since the start of the pandemic at least. Sounds good too, like a breath of fresh air in the working world, new forms of work such as the 6-hour day, the 4-day week, mobile working, coworking. These topics were not new two years ago, but the pandemic has significantly changed the working world for many professionals. Discussions are now beginning about how things will continue. It's becoming apparent: Going back to go is not an option.

New Work: History and Definition

Let us first look at what the term “New Work” means. The concept comes from the philosopher and anthropologist living in the USA Frithjof Bergmann, who published the book “Neue Arbeit, Neue Kultur” for the first time in 2004. In this book, he presents his critique of capitalism about the transformation of work — away from thinking about what work must be to thinking about what work can be. The term “New Work” is still used today, often as a synonym for Work 4.0:

“Digitalization has changed our working world. Processes that used to involve a lot of effort now run automatically. Connecting employees is much easier, and collaboration across locations is no problem. Knowledge is becoming increasingly important. New jobs are emerging. As a result of this change, the requirements and needs of employees have also changed and thus the way in which companies work are organized. New Work describes this transformation of our working world. ” (Source: Haufe Academy)

From industrial society to knowledge and information society

New Work has thus become a collective term for all new forms of work that have already emerged as a result of the shift towards a knowledge and information society. During the pandemic, the transformation of the working world has progressed. Mobile working and working from home received a boost, particularly in larger companies, particularly in the service sector and among higher income groups. This is illustrated by the latest figures from the Konstanz Home Office Study.

However, the changes brought about by digitization and globalization are also affecting the manufacturing sector, from large to medium-sized and small companies. This is where the automation and streamlining of processes is progressing. Digitalization makes it possible to connect tools, machines, products and people in production.

What we can observe across the board: Predictable career paths, permanent (full-time) jobs, and traditional family and work structures (he full-time, she part-time) — the classic characteristics of old work are eroding faster than many expected. The new way of working is no longer just the topic of hip startups. While large corporations have been setting a new course for years as a result of this change, some medium-sized companies are only now beginning to actively shape the new working world. That is correct and important, because just under 60 percent of all employees subject to social security contributions work in small and medium-sized companies. As a strategy consultant, I support these companies on their journey, which is sometimes more rocky than expected.

The urge to change and its risks

New Work, Work 4.0, Industry 4.0: All terms initially sound like departure. But where and with what consequences for people? I have observed that, in addition to specialist knowledge, a whole range of other skills are now becoming important:

  • cope with changing forms of work,
  • work constructively with others and
  • finding a good balance between habits and flexibility

Are we, our employees, well and professionally prepared for this? How can people working in consulting companies like me provide support here or intervene to moderate conflicts that arise? And above all: How open is there for new business models, digital technologies and changing management styles in management, works councils and employees? These points must be explored professionally so that the journey is successful and can be sustained over a long distance.

What does New Work need to be successful?

Without employee acceptance, New Work is doomed to failure. And of course, decision makers, almost always managing directors, would like to have a recipe for success so that New Work succeeds in their company. Some ingredients are known:

  • a different corporate and error culture that allows you to try out new things without fear
  • changed workflows and flatter hierarchies
  • the willingness of employees to continuously train and develop themselves professionally and personally
  • more digital skills
  • Examples of best practice and role models that provide a certain orientation.

Perhaps you can think of other ingredients, for example for your industry, your markets and your company. Because — this is also becoming apparent — there will be many ways and solutions to bring New Work to life.

If you need competent support — I would be happy to accompany you.

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