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<a href="https://www.businessinsider.com/whats-next-ceos-tell-insider-how-they-are-approaching-the-return-to-the-office-2021-04"></a><div type="image" title="Headshot of Sumeet Chabria, Global Chief Operating Officer Technology &amp; Operations and Head of Global Business Services" height="1124" width="1498" msid="83844972" hostid="261"></div><ul class="summary-list"><li><keyword id="6355999" type="UNKNOWN" weightage="60" keywordseo="ai">AI</keyword> and machine learning will make some jobs redundant, leading to the creation of new roles with new skills.</li><li><keyword id="6374849" type="UNKNOWN" weightage="60" keywordseo="bank-of-america">Bank of America</keyword>'s global technology and operations division committed to filling 80% of its open roles with internal hires.</li><li>Companies that want to reskill their workforce need to offer training and should be transparent about the changing needs of the business.</li></ul>Bank of America's virtual financial assistant, dubbed Erica, saw a surge in <a href="https://www.businessinsider.com/bank-of-america-customers-turned-to-digital-for-support-2021-4">usage during the pandemic.</a> The bank, which has been working for more than 10 years to simplify and update systems for commercial and consumer client interaction, spends $10 billion annually on technology with $3.5 billion of that earmarked for new initiatives. Sumeet Chabria, who is the bank's global chief operating officer technology and operations and head of global business services, said the <keyword id="94495" type="ENTERTAINMENT" weightage="60" keywordseo="Innovation">innovation</keyword> agenda stems from a focus on the customer and "operational excellence.""Innovation and operational excellence have to be intrinsically connected," he said. "When we have an opportunity to improve operational excellence through digital capabilities, we innovate to get us there." The composition of the workforce is changing as the pace of technology innovation increases. While new jobs are created to meet the moment, other roles will disappear. The World Economic Forum's (WEF) 2020 <a href="http://www3.weforum.org/docs/WEF_Future_of_Jobs_2020.pdf">Future of Jobs report</a> estimated that by 2025, some 85 million jobs may be eliminated as a result of automation, while 97 million new roles may emerge.Companies can help their employees transition to new functions, but the WEF report says that today's accelerated pace of change, time is growing short. "The window of opportunity for proactive management of this change is closing fast," said Saadia Zahidi, WEF's managing director, in a statement. "Businesses, governments and workers must plan to urgently work together to implement a new vision for the global workforce."<h2>Different jobs, not fewer </h2>At Bank of America, innovation has brought with it a need to reskill employees who might previously have held the kinds of jobs Erica and other modernizations made redundant. But Chabria says that doesn't mean a reduction in the workforce, saying that the human component is essential to developing and integrating innovation."We're not a self-driving car," Chabria said. "We don't believe that technology runs itself. " Still, Chabria says, it's important to be transparent about how roles will change as a result of technology, while also offering skills training to help employees adapt to new responsibilities. Companies should consider setting goals for internal mobility to new roles that are created as a result of innovation. Within the global technology and operations division, the goal is to fill 80% of its open roles with internal employees. In order to meet this target, Chabria said, the bank has to commit to offering the training necessary to hone new skills. It also means encouraging managers to be open to non-traditional candidates."In our view, existing talent can be effectively reskilled and redeployed to emerging roles instead of heavily relying on the external resources," Chabria said. "A great advantage of hiring from within is that you already know the teammate can fit and work within your environment." The bank's internal careers site also includes career planning tools, and Chabria said that in 2019 more than 21,000 employees moved to new roles internally. <h2>Continuous learning, at every level </h2>Bank of America launched Global Technology and Operations University in April 2018 to provide ongoing learning experiences, to be completed at the employee's own pace, and aligned with technology trends and emerging applications for the business. So far, bank employees have completed more than 4.2 million courses. "We believe in equipping our teammates with the right tools and skills, enabling them to make a difference in their jobs and for our clients," Chabria said.Chabria said that companies looking to create or expand their own <keyword id="3216616" type="PERSON" weightage="60" keywordseo="reskilling">reskilling</keyword> programs need to give their employees the tools for training and that there are turnkey options that make it affordable for smaller organizations.He also said companies need to have benchmarks and metrics in place to assess how well they are progressing against reskilling goals.Business leaders should also understand that priorities and innovation opportunities can change. "It is important to build flexibility into your <keyword id="6363690" type="UNKNOWN" weightage="100" keywordseo="Strategy">strategy</keyword> so you can adapt to the changing industry and client needs and wants," he said.

A Bank of America leader shares why tech innovations require human expertise, and sets reskilling goals to prove it

<a href="https://www.businessinsider.com/whats-next-ceos-tell-insider-how-they-are-approaching-the-return-to-the-office-2021-04"></a><div type="image" title="Headquarters of ADNOC in Abu Dhabi, United Arab Emirates, with COVID-19 safety signage" height="4480" width="6720" msid="83725861" hostid="261"></div><ul class="summary-list"><li><keyword id="357573" type="ORGANIZATION" weightage="60" keywordseo="ADNOC">ADNOC</keyword> started bringing workers back to the office in June, 2020.</li><li>Behaviorial science models have helped ADNOC's leaders make employees feel safe at work.</li><li>ADNOC is now doing a <keyword id="24504" type="ORGANIZATION" weightage="60" keywordseo="culture">culture</keyword> assessment to see what positive changes can come from this experience. </li></ul>Business leaders at companies in the US and other regions that are starting to normalize might find the next phase in pandemic management to be the most difficult yet. "The real work starts after you bring the people back," said Dr. Coni Judge, senior advisor of culture and employee engagement at <keyword id="188274" type="ORGANIZATION" weightage="60" keywordseo="Abu-Dhabi-National-Oil-Company">Abu Dhabi National Oil Company</keyword> (ADNOC). "That's when the harder part of the work begins. Because you've got people in so many different places - not just physical places. But you have people in different mindsets, they've had different experiences, they have different concerns. They are all coming from a unique place."Judge, who is an organizational psychologist and expert on employee <keyword id="6379089" type="UNKNOWN" weightage="60" keywordseo="communications">communications</keyword> and change and performance psychology, had been working with ADNOC's leaders on employee engagement <keyword id="6363690" type="UNKNOWN" weightage="100" keywordseo="Strategy">strategy</keyword> since just before the pandemic. Since then, her focus has been on helping the company bring its 50,000 employees back to the workplace. ADNOC has been bringing people back to the office in incremental waves since back in June 2020 and at one point was close to having the entire workforce in situ, except for those with medical exemptions. Last February, as cases in the region spiked, the company rolled back to 30% capacity and has since then been building back up to about 60% capacity now. <h2>Two steps forward, one step back</h2>The route back to office working is not linear, or easy. "It's two steps forward and one step back, and leaders need to be prepared to think of it as an iterative process," she said. "Communications needs to be transparent, it needs to be authentic, empathetic, and optimistic." The leadership team has drawn on <keyword id="3474675" type="PERSON" weightage="60" keywordseo="behavioral-science">behavioral science</keyword> models, including <a href="https://suebehaviouraldesign.com/nudging/">"nudge" theory</a>, to frame communications and policies with employees, to help them feel safe going back to the office, and to reinforce the ongoing safety measures that workers are expected to maintain. They also looked back at how companies managed through the <a href="https://www.businessinsider.com/sars-coronavirus-boost-china-us-ecommerce-markets-2020-6">2003 SARS crisis</a> for insights on how to help reduce anxiety among less resilient employees. The research and behavioral science approach influenced every aspect of communications, from the color palette to the messaging, to the use of an AI-driven bot for employees to easily access answers to their questions. ADNOC's leadership communications style also evolved throughout this challenging period. ADNOC's CEO <a href="https://adnoc.ae/en/our-story/about-the-ceo">Sultan Ahmed Al Jaber</a> has engaged with employees through <a href="https://www.youtube.com/watch?v=GJFN-3POH7g">recorded video</a> and virtual town hall meetings, a style of communication that had not previously been the norm. "One thing we saw with our leaders was a pivot to a more participative and affiliative leadership style, one that was more about creating harmony and building commitment and consensus, which is quite different from the leadership style that is usually applied in a non-issue or non-crisis situation," said Omar Zaafrani, ADNOC's senior vice president of group communications.ADNOC started its return-to-office before vaccines were on the horizon. Even as more and more people have been vaccinated, ADNOC has continued to require employees to wear masks and maintain social distance. "It's not possible to tell who is vaccinated and who isn't -and the experts advise that COVID can still be potentially transmitted even if someone is vaccinated - so keeping this guideline and reinforcing it has been a key part of our strategy to safely return staff to offices."But it is, as Judge says, an "agile topic," and yet another aspect of office life today that requires ongoing monitoring and flexibility. <h2>Opportunity for a culture reset </h2>Regardless of how successful remote working has been, often surpassing expectations, it's clear that many CEOs see the return to office life as critical for their business culture and growth.Some CEOs, like JP Morgan's Jamie Dimon, have <a href="https://www.businessinsider.com/jpmorgan-ceo-jamie-dimon-remote-work-return-office-shareholder-letter-2021-4">spoken openly</a> about the business benefits to in-person working. But Judge said focusing on business benefits to employees is not the best path forward, not least because both <a href="https://www.businessinsider.com/benefits-remote-work-changing-us-economy-for-the-better-upwork-2021-3">studies and anecdotal experiences have shown</a> that in many companies, productivity actually increased during the pandemic. "People don't want to feel forced. As soon as you start going down that path, it doesn't go anywhere positive," Judge said. Even as employees do return, however, company culture will be changed fundamentally by the experiences of the past 18 months - and that might be a good thing. Successful teams during COVID-19 have had to be more agile and flexible, work more cross-functionally, and move more quickly. These new productivity pathways might find a home in a post-COVID world, if companies can make the most of this exceptional moment in time. The pandemic has provided a "once-in-a-lifetime opportunity for a leader to experience so much change and disruption, that it allows you to reshape things fundamentally," Judge said, adding that ADNOC is undertaking a full culture assessment. "This is the time to test the health of the organization and the culture," Judge said. "In terms of embedding innovation in the cultural DNA of an organization, there will definitely be a pre-and post-COVID way of doing things."

ADNOC leaders used behavioral science models to help workers feel secure about the return to the office, and are now looking at how its culture may evolve long term

<a href="https://www.businessinsider.com/whats-next-ceos-tell-insider-how-they-are-approaching-the-return-to-the-office-2021-04"></a><div type="image" title="Bracken Darrell, President and CEO of Logitech" height="512" width="1024" msid="83062930" hostid="261"></div><ul class="summary-list"><li><keyword id="157798" type="COMPANY" weightage="60" keywordseo="Logitech">Logitech</keyword>'s tools and accessories played a major role in the global shift to <keyword id="1591611" type="PERSON" weightage="60" keywordseo="remote-work">remote work</keyword> last year.</li><li>Bracken Darrell, president and CEO of Logitech, told Insider about the process of moving and supporting employees during the transition.</li><li>Darrell also shared why he feels it's important to address racism and bias, and climate change moving forward.</li></ul><a href="https://www.businessinsider.com/reviews/out?u=https%3A%2F%2Fwww.logitech.com%2Fen-us">Logitech</a> is one of the largest consumer electronics companies and <a href="https://www.businessinsider.com/logitech-ceo-bracken-darrell-revitalized-company-12-billion-remote-work-2020-9">saw huge success in 2020</a> with the increased demand for computer tools and accessories to help with the global shift to remote work.Before joining Logitech in 2012 as president of the company, <a href="https://www.businessinsider.com/reviews/out?u=https%3A%2F%2Fwww.logitech.com%2Fen-us%2Fabout%2Fleadership%2Fbracken-darrell.html">Darrell</a> led Whirlpool, Procter &amp; Gamble, and General Electric. He added CEO of Logitech to his title in January 2013.Darrell spoke to Insider about how he ushered Logitech into remote work in 2020 and the company's return-to-the-office plans for the coming months as the number of administered COVID-19 vaccinations increases. He also spoke on his initiatives around <keyword id="49089" type="ORGANIZATION" weightage="60" keywordseo="Sustainability">sustainability</keyword> and diversity, equity, and inclusion.This <keyword id="28970" type="ENTERTAINMENT" weightage="60" keywordseo="interview">interview</keyword> is lightly edited for clarity and brevity.Insider: How did you and your teams handle office closures at the beginning of the pandemic? And what types of support were offered to employees to help the transition to working from home? Darrell: I'd say in the first stage, like everybody else, we tried to give people enough space where we pulled back a lot on the workload because we just didn't know what was going to happen. We really tried to reduce the workload, and we thought 'There's going to be a big learning curve.' The second thing we started to do was, and this was more informal and probably happened over time, we tried to make fun and laugh about the surprises that happened on video. I have a 19-year-old cat and he began to appear regularly on video. And people's kids were on video-we just tried to make light of that. Then we realized, as time went on, people didn't really have the equipment they needed. So we created a program where... you could go out and buy or order whatever you needed. I think it was $500 and we raised it [over time]. And then we started to see the mental health thing really kick in and people were just stressed. They were stressed and feeling overworked because they were working longer hours. So, we started doing no meetings on Fridays. And then we added one day a month where we gave everybody the day off and we've done that ever since. We call them "Logi-Mondays." We just keep adding stuff that we think makes sense. We have one big advantage which is it's been really rewarding for people that work here because our products played such an important role during the pandemic for students and educators, patients and doctors.Insider: Are you planning on going back to the office anytime soon? Darrell: I think we'll reopen. If I go around the world, we have offices that are already open and have never closed even. But in terms of most of our offices in the US and Europe, we will start to open up in July and then slowly, I'll be in there too. We'll open up like everybody else will, I think we'll probably have two or three days a week in the office and two or three days a week working remotely, and then we'll see.Insider: Is this something Logitech is planning on doing permanently? Allowing employees to build their own schedules of in-office work and at-home work? Darrell: I was reading <a href="https://www.businessinsider.com/google-is-giving-employees-more-flexibility-to-work-from-home-2021-5">Sundar Pichai's note at Google</a> and thinking that's pretty much what I think everybody's doing. Most companies are basically saying, 'Okay, here's the framework.' You know we got some people who are going to work remotely all the time and we've always had people who did that-salespeople, some coders, other people. We have another group that is going to be that 'have to be in the office to do their jobs'-some hardware engineers just don't have a choice. And then the vast majority are going to be two or three days in and two or three days out. I think we'll try to kind of herd everybody into the same two or three days so it feels like a normal office when you're in. You can bump into people or ideate with people. But we're going to wait and see how it goes. I think we're going to be very flexible.Insider: Educating the next generation is important, but how does Logitech plan on educating its current employees? Darrell: I think if you talk to the average employee at Logitech, you get a slightly orthogonal answer to that which is we do have training programs and we try to help people grow. We try to give people freedom-the freedom to do new things and do things a different way. And it shows up in our internal surveys, we really stand out in that regard, so we're less about trying to teach people new skills and more about letting people learn new things on their own by giving them new responsibilities or letting them take on responsibilities that are around them. It might sound a little nebulous, but it's one of the things I'm most proud of in our culture.Insider: Switching gears a bit. In the weeks after the summer protests broke out, you did a post on LinkedIn sharing how Logitech would address racism and bias. Why was it important for you as the leader of the company to say something? Darrell: This story is a little longer than you signed up for but I feel like I need to tell it to answer your question. I grew up in the south with very progressive parents. My mom was as anti-racist as you could be in the time when I was growing up. She was amazing. So we really grew up feeling like we were some of the good guys-my brothers and sister, and I, we were really on the right side of all this and not only this but just generally with LGBTQ [as well]. When George Floyd was killed, it took me a couple of days… I found myself at my kitchen table where I worked every day, just thinking about South Africa and what people were doing then and I don't know why I started thinking about South Africa. You know, they were sitting there in the middle of apartheid and why didn't those people speak up? And then I really realized that we're sitting in American apartheid and I haven't spoken out. That was incredibly powerful, more for me because I have a platform. <a href="https://www.linkedin.com/pulse/i-cant-breathe-bracken-darrell/">I write on LinkedIn</a> and people read it, I have lots of followers. It was like getting hit in the head with a frying pan, but the pain never went away and it shouldn't so I immediately started calling friends and apologizing. I just didn't realize what I'd done, and then it actually changed the direction of my life. I was like 'Wow.' I know who I thought I was, but if I'm not doing something… That was the beginning of my very aggressive path to where we are now as an individual and as a company.Insider: In that same letter, you talked about supporting communities and minoritized groups. What do those actions look like now? Darrell: We've really recentered our whole purpose against these two things which is one we're already doing and this one we thought we were doing, but we weren't. One of them is the environment and the other one is diversity, equity, and inclusion. <keyword id="684680" type="ORGANIZATION" weightage="60" keywordseo="DEI">DEI</keyword> became a central part of our purpose which was to enable all people to pursue their passions. So that's been our purpose, but [now,] all people. Part of the <a href="https://www.linkedin.com/pulse/juneteenth-time-act-bracken-darrell/">Juneteenth letter</a> is really an explanation of how we're taking an end-to-end approach from our suppliers' suppliers, through our suppliers. We have as part of our diversity program through our own company-up and down the company-pay, promotion, everything, all the way through to customer experience and who we target and how we enable it. That's where we've been and it's obviously a long-term thing. I want to be held accountable personally and as a company. And I want people to track exactly what we've committed and we'll come back on a regular basis. And if I'm not doing it and we're not getting it done [rapidly], I should be fired. We're the same on the environment. We're way ahead on the environment compared to where we are in the US, and we're making up a lot of ground right now.

CEO of Logitech shares plans for returning to the office, addressing racism and climate change

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A Bank of America leader shares why tech innovations require human expertise, and sets reskilling goals to prove it

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ADNOC leaders used behavioral science models to help workers feel secure about the return to the office, and are now looking at how its culture may evolve long term

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CEO of Logitech shares plans for returning to the office, addressing racism and climate change

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