as t w s i A   03 We believe the solution centers around clarity of People will only be willing to come to purpose, which informs clarity of policies. CEOs the office for the promise of community, should be crystal clear about the company’s relationships, and factors that enrich their ambitions and how their employees can play a role careers, and the responsibility to deliver in getting them there, and they must be so firm these things lies with leadership. in their convictions that they’re prepared to lose employees for whom the plan doesn’t work. Putting Earning people’s commute demands proper it into practice will require an attitude that bears investment in designing intangibles into a hybrid the hallmarks of a life-centric approach, to ensure working model. This means starting from a blank it stops short of the directive (even dictatorial) sheet of paper and taking no suggestions off the approach we’ve rejected above. table before fully investigating their value. It’s To make this work, the role of leadership and essentially the zero-based approach—albeit in managers should evolve to include a degree of a very different, non-financial context. Designing event management. Leaders must create reasons intangibles into a hybrid working setup will for people to want to come into the office, beyond require imagination to create solutions and plenty free coffee—they must earn people’s commute. of drive to embed them. The idea of planning for spontaneity sounds absurd but it’s doable with creativity—think weekly 30-minute coffee chats unrelated to work, with randomized small groups of people. Time should be strictly ringfenced for celebrating successes and sharing ideas, for building relationships and having inconsequential conversations. + algorithm version 4 Copyright © 2022 Accenture. All rights reserved. 42