From Reactive to Purposeful
The Path to a Strategic Hybrid Workplace
From Reactive to Purposeful: The Path to a Strategic Hybrid Workplace
How do you create a hybrid workplace that works—for both the company and its employees?
In the first episode of our webinar series "The Fully Hybrid Organization" – "From Reactive to Purposeful: The Path to a Strategic Hybrid Workplace" – Jessica Nordlander shared concrete examples and insights from her research and experience as a leader in global companies.
This is a must-watch for anyone looking for inspiration on how to take the next step in their hybrid journey. Watch the full recording below!
Language: Swedish
Price: Free
About the Webinar
Webinar: From Reactive to Purposeful – The Path to a Strategic Hybrid Workplace
This webinar has already taken place — fill in the form below to receive the recording.
What does it really mean to be a fully hybrid organization—beyond the quick post-COVID fixes? In this webinar, we dive deep into what it takes to build a truly strategic and future-ready hybrid workplace.
We're proud to be joined by Jessica Nordlander, COO at Vox Pop Labs, recognized as one of Canada’s Top 100 Most Powerful Women in Tech and Sweden’s Most Innovative Leader. She’s also a PhD researcher at the University of Gothenburg.
Jessica brings extensive experience from leading global hybrid teams in SaaS companies with distributed work models. In this session, she shares practical examples, research-based insights, and real-world leadership lessons.
Topics we cover:
- What "fully hybrid" really means
- How leadership must evolve in a hybrid reality
- Common pitfalls and how to avoid them
- Hands-on strategies for building culture, clarity, and trust—no matter where your team is located
This webinar is perfect for leaders and organizations ready to take the next step in their hybrid journey and build a workplace that’s built to last.
Get access to the Recording by filling in the form below
Audience Questions & Expert Answers
Our audience asked some great questions during the webinar. Here are the highlights, along with our answers, so you can get even more out of the discussion.
There’s a lot of talk about leadership, but aren’t there also softer values that might be more related to HR?
HR plays an important role in hybrid work through its understanding of talent acquisition, learning & development, and more. Historically, HR has struggled to position itself in a digital environment where knowledge of tools, workflows, and office utilization is important. Successful hybrid strategies are often created by multidisciplinary teams with HR, IT, and facilities continuously iterating and evaluating. For example, I reassigned a UX researcher to evaluate the sales department’s digital work experience, which provided insights into when physical presence is needed and what it should focus on.
How can you counteract or manage the risks of losing knowledge transfer between juniors and seniors in hybrid work?
The responsibility for mentorship must be explicit. Research shows that senior employees can become more productive when working remotely, partly because they spend less time on mentorship. If mentorship is part of their role, it needs to be clearly defined to avoid negative effects. It’s important to outline their tasks and set expectations. Hybrid solutions can include physical onboarding for new hires and initiatives such as quarterly ‘learning weeks’ for planned knowledge transfer, with a focus on assigning clear responsibilities to senior employees.
In a flexible organization, new/junior employees should be assigned 1–2 senior mentors who have a structured plan, spanning 1–3 years, to transfer knowledge and skills. Thoughts?
That sounds like a good approach and aligns with my earlier response: make mentorship explicit, set expectations, and preferably combine it with ‘learning weeks’ during onboarding to accelerate the introduction.
What responsibility do you think lies with the employer versus the individual to make hybrid work function in the best possible way?
It’s a shared responsibility. In a later webinar, I will talk about ‘visibility’ and ‘accessibility’ – concepts where both the individual and the organization contribute to a system that enables visibility of work and accessibility between employees. In a physical environment, this happens naturally, but remotely it requires routines. Join our webinar series to learn more about this!
What is the general attitude toward the ‘fairness aspect’ where different roles have different possibilities for hybrid work?
The fairness aspect is already addressed in many areas, such as differences in salaries and job duties. Often, it comes down to how professions and roles are perceived as valuable and whether the employer understands employees’ needs. Even if certain roles require physical presence, flexibility can be created in other ways, such as role rotation or adjusting working hours. ‘Unfairness’ often arises when there is no objective reason for certain office roles to have different hybrid work opportunities. A well-thought-out strategy can address this and create balance in a fully hybrid organization.
How do you view the balance between flexible workplaces and the need to promote spontaneous meetings and creative collaboration in the office?
It’s important to design both physical and digital environments to enable spontaneous meetings. Offices have long been designed with shared spaces for this purpose, and the same principle applies in a hybrid environment. Structures for serendipity can also be created digitally, and physical presence at the start can be valuable for building trust and a sense of community in new teams.
Have you looked into learning curves in relation to hybrid work? We sometimes feel that new employees learn more slowly — is that the case?
Yes, new employees may experience slower learning if there isn’t a well-thought-out plan. In the past, many learned by ‘sitting next to’ experienced colleagues, but in a hybrid environment, more intention is required. Planned shared office days and structured onboarding and mentorship programs can make learning more efficient. The problem often lies in the lack of strategy, not in the hybrid model itself.
There are organizations that have been working this way for a long time, such as consulting firms and sales organizations. What is it that has kept the rest of us from learning more from them? Or have they not solved this issue either?
Organizations that have worked this way for a long time often have senior teams and flatter structures that enable independent work. Others are more dependent on the office for culture and workflows. Success in hybrid work requires deliberate effort with a clear vision and strategy – without that, it’s easy to get stuck in old patterns.
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