{"id":214543,"date":"2021-11-30T13:31:26","date_gmt":"2021-11-30T12:31:26","guid":{"rendered":"https:\/\/www.growens.io\/?p=214543"},"modified":"2023-03-01T09:29:05","modified_gmt":"2023-03-01T08:29:05","slug":"introducing-wow","status":"publish","type":"post","link":"https:\/\/www.growens.io\/en\/introducing-wow\/","title":{"rendered":"Introducing Growens WoW"},"content":{"rendered":"

Over the last few months, during our conversations in the virtual and physical hallways of our company, we started asking ourselves what our future way of working will look like<\/strong>, in order to understand the best way to move forward for Growens and its business units.<\/span><\/p>\n

Today we are thrilled to introduce the <\/span>Growens Way of Working (WoW)<\/b>: a manifesto that sets the ground rules for the future of our Group, transforming the fleeting remote experience of the pandemic into a structural, vision-driven cultural backbone of the company.\u00a0<\/span><\/p>\n

From now on, Growens will work in a <\/span>hybrid<\/b> (i.e. mixing presence in the office and remote work) and <\/span>flexible way<\/b> (i.e. without imposed schemes in terms of scheduling and of workload management, but according to fluid and constantly modifiable models).<\/span><\/p>\n

Flexibility is a strategic driver<\/b><\/h2>\n

Growens’ path towards flexible working began in 2018, with a pilot project involving Italian employees<\/strong>. In other countries, the situation was heterogeneous: some teams were natively remote, others strongly rooted in physical presence in the office.<\/span><\/p>\n

The Covid-19 pandemic leveled any difference, forcing the adoption of remote work<\/strong>. This led to dismantling some cornerstones often rooted in Western working culture:<\/span><\/p>\n

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  • that a specific physical place (the office) is a fundamental part of the very concept of “work”<\/span><\/li>\n
  • that aiming at reconciling work and personal well-being (for example by working for periods of time from a seaside vacation home, or to better juggle work and childcare) is reprehensible<\/span><\/li>\n
  • that only direct control of people can guarantee their productivity.<\/span><\/li>\n<\/ul>\n

    The pandemic experience has taught us that work is about <\/span>connection, creativity, concentration, and empowerment<\/b>. These elements can occur anywhere and thrive in an endless kaleidoscope of possibilities and combinations.<\/span><\/p>\n

    Taking into consideration the bigger picture above the contingency of the ongoing pandemic and imagining our company\u2019s future, we identified structural flexibility as a strategic pivot<\/strong>.\u00a0<\/span><\/p>\n

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    • For the people<\/strong>, as a means of Caring and Trust to improve work\/life balance, optimize productivity and incentivize a proactive choice when it comes to spaces, modalities, and timing of work.\u00a0<\/span><\/li>\n
    • For the business<\/strong>, to respond in a timely and agile way to the ever-changing external circumstances, granting business operations continuity no matter what.<\/span><\/li>\n<\/ul>\n

      This decision has effects on the <\/span>environment<\/b>, reducing pollution tied to commuting, but also on our<\/span> communities, <\/b>allowing decentralization of talent on our territory which was previously unthinkable. This will allow us to recruit amazing professionals, regardless of where they are.\u00a0<\/span><\/p>\n

      Now that this new normal is finally starting to set in, it is time to fully and officially <\/span>embrace this new hybrid way of working into Growens\u2019 DNA<\/b>: we know there is no way back.<\/span><\/p>\n

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