Effective smart working is a matter of leadership
The effectiveness of Smart Working does not depend so much on finding the 'right' compromise between the opposing pressures to work in-presence or remotely, but on the ability to evolve the organisational model and individual behaviour in a coherent and customised manner
3' min read
3' min read
The concept of Smart Working, introduced in Italy in 2012 thanks to the Observatory of the Milan Polytechnic, has represented one of the greatest organisational innovations of recent decades, which is leading to rewriting the rules of the game in the world of work. For this revolution to be truly positive and sustainable, however, its nature as a new leadership philosophy must be brought into focus.
The initial definition of Smart Working was that of 'a new organisational and leadership model based on autonomy for workers in the choice of working spaces, hours and tools, in exchange for accountability for results'. A definition that clearly emphasised the role of leaders, and of their ability to accompany a smart organisational design that put people's autonomy, their creativity and their ability to work by objectives at the centre.
Very soon, however, the focus was shifted to remote working, which, from being an instrumental element, ended up being perceived by many as the very essence of Smart Working. Law 81 of 2017 attempted to re-establish a correct balance, stating that Smart Working - or agile working - is a free and responsible agreement between each worker and his or her employer, the purpose of which is not only reconciliation, but first and foremost the improvement of competitiveness.
The experience of the Covid-19 pandemic, if on the one hand it has allowed millions of workers to experiment with the new way of working, making it an indispensable requirement, on the other hand it has forced an adoption that is not fully aware and equipped, ending up by bringing back the emphasis on the simple 'working remotely', often at the expense of the awareness of the importance of including flexibility within a coherent redesign of the entire organisational and managerial model. This has often been at the expense of the effectiveness of the action of bosses who, unprepared to manage this new reality of work, have found themselves subject to the choices of their collaborators, often hiding behind compromise rules, such as the number of days of remote work to be allowed to collaborators, their substantial 'abdication' of their right and duty to do 'work organisation'.
The 2024 survey by the Milan Polytechnic Observatory highlights how only 22% of Italian workers consider their managers adequately prepared to manage Smart Working, highlighting significant shortcomings in terms of the use of digital tools, constructive feedback and the promotion of innovation. The same research highlights how the effects of this inadequacy are significant, both in terms of loss of organisational performance, as well as malaise and a fall in employee engagement.
