Having worked for decades in large corporate businesses, the idea of not being in an office block with a few hundred other people is quite intimidating.

I’m a natural extrovert (to the extreme). For me, a lot of my energy comes from the emotional contagion of the people I’m surrounded by.

When COVID smacked us all in the face and sent us scurrying off to try to work from home without destroying our families or losing our jobs, we went through a massive adjustment. Even the least tech-savvy of us found ourselves playing with zoom bunny ears and pretend lifestyle shots. We all introduced our furry coworkers and had the occasional chuckle as partners and children (in varying states of undress) hoped in and out of shot. It was very humanising, very personal and very humbling as we welcomed relative strangers into our homes in a way more intimate than a ‘normal’ situation would ever have demanded.

As we hybrid our workforce between home and the office and start to experience the BIG RESET, we have to make some choices about what we do and don’t want! We are remaking our social contract with our teams, our families and our employers.

We are human-centred and methodology agnostic when it comes to delivering large change programs. We care about the emotional and practical agility that enables teams to deal with the constant degree of change now required in business.

We argue that organisational agility will be a critical factor in our post-COVID-19 response, that organisations need to build their muscle in this department so that leaning into constant change is a core leadership capability that we are actively teaching as a skill set.

It all begins with an idea.

As change professionals, we are actively curious about how change needs to evolve to meet the needs of the Future of Work