OVER THE PAST 3 YEARS, 77% OF COMPANIES HAVE PROFOUNDLY CHANGED THEIR ORGANISATIONAL MODEL: POST-PANDEMIC, DIGITAL TRANSFORMATION AND NEW SOFT SKILLS DRIVING CHANGE
These are the findings of an exclusive research study conducted in collaboration with the Demia Research Institute, surveying top management across 100 leading Italian and multinational organisations to explore the landscape of hybrid work in Italy and map out its future
Milan, 31 May 2023 – A newly concluded study surveying 100 HR professionals and Chief Executive Officers in Italy paints a detailed picture of the corporate transformations that have unfolded over the past three years, both during and following the pandemic. The findings reveal that the adoption of Hybrid Work enjoys near-universal agreement.
77% of surveyed companies have significantly altered their organisation and working processes by adopting the hybrid working model.
Hybrid Work is not merely an alternation between working on-site and working remotely; it is a flexible approach across different business functions which, by advancing cross-functional initiatives, strive for a new way of working built on co-construction and co-creation.
A sharper focus on purpose, meaning at work, accountability, flexibility, and less rigid working hours are among the main findings of the research.
40% of CEOs and HR leaders report the adoption of new leadership styles.
79% of companies have further developed and integrated systems to monitor employee perception and sentiment, measuring engagement through climate surveys and bespoke initiatives.
At the forefront of driving these changes are HR leaders:
63% personally designed, championed, and delivered these transformations, often with the support of top management, highlighting the growing strategic importance of HR in shaping tomorrow’s workplace.
The environment in which companies operate has shifted so profoundly that the drive towards transformation has come from every direction: the pandemic opened many eyes to digital possibilities, the majority of top management developed a clear awareness that people hold value far beyond processes and procedures, while individuals gained a stronger appreciation of the possibilities offered by more flexible ways of working.
Yet, there are competing priorities on the scales of Hybrid Working, and the balance continues to shift, pointing to deeper underlying realities.
We can summarise these into 4 key themes:
Well-being and generations:
Rising generations view hybrid work as an entitlement rather than a concession, and if the work does not bring tangible value, they feel empowered to say no. The research suggests that preserving authenticity, bringing one’s whole self to work, and aligning who you are with what you achieve is essential for professionals under 35.
Culture and community:
The sense of belonging is declining and evolving. Meaningful dialogue and relationships therefore play an increasingly central role in sustaining continuity, connection, and alignment. People are relying less on the physical workplace or an immediate group of peers; consequently, co-creating Purpose, Mission, values, and shared actions becomes the true anchor for cohesion.
The future of talent:
From a neurobiological standpoint, the conventional concept of ‘talent’ falls short: true inclusion builds on the idea that everyone brings distinct qualities. The goal is to uncover and harness each individual’s uniqueness within the organisation so they can actively contribute to business outcomes. The real capability will lie in connecting with this broader system.
Hybrid Work and D&I:
Flexible working is widely valued and seen as inclusive, as it accommodates individual needs, supports work-life integration, and fosters sustainable family routines. However, it can also exclude, eroding informal relationships and potentially leading to isolation and detachment if the organisation does not structure itself properly.
Psychology, mentoring, and coaching are now firmly embedded in the workplace.
Many recognise the vital need to reshape corporate culture, striving for deeper human connection.
To this end, the leadership of tomorrow must embrace and embody a systemic mindset, champion innovation, and open the door even wider to change.
Diego Martone, CEO of the Demia Research Institute, shares that 85% of companies identify the following as their foremost leadership challenges:
“Managing heightened organisational complexity, fluidity, and circularity; fostering generational inclusion and integration; nurturing employee well-being, unlocking individual strengths, and building synergies with other organisations through knowledge sharing.”
Daniela Oliboni, Managing Director of Hermes Consulting, adds: “While there is still evidence of directive leadership, these emerging seeds of the future reveal the promise of a new humanism—where people are both the benchmark and the catalyst for a sustainable, resilient future.”
Those who helped shape these insights gathered on 31 May 2023 in Milan for an open exchange, collaboration, and the common good, envisioning tomorrow’s workplace—demonstrating openness, a shared vision, and a cross-functional drive for co-creation. HR leaders are right at the heart of this endeavour, aligning people and business to secure lasting success.
The initiative was hosted by us at Hermes Consulting. For nearly 30 years, we have guided cultural transformation, working alongside executive committees and HR functions through change and development programmes driven by consulting, facilitation, coaching, and training.
Joining us was Demia, a research institute specialised in generational studies, focused on data collection and analysis to uncover valuable trends and insights.
A valued guest at the event was Skopia, our partner organisation specialised in future scenarios, foresight studies, and strategic consulting to proactively manage risks and capitalise on opportunities.
To access the full research report, please complete the form below; we will email you the full findings.
Please check your spam folder should the email not arrive promptly.
