Abstract

This IDC study describes the organizational characteristics at five levels of hybrid work maturity, from a completely ad hoc approach with limited thought and planning related to hybrid work models to one in which a hybrid work strategy is woven into the organization's culture at every level. It is intended to help organizations evaluate current work transformation initiatives and identify the steps they need to take to advance to the next stage of maturity. Key stakeholders of work transformation initiatives include executives, IT leadership, line-of-business managers, employees, partners, and suppliers.

"Hybrid work models require organizations to change the way that they approach, think about, and manage work and worker experience. They must evaluate the policies, procedures, and technologies that impact the workplace and understand how to transform how work is accomplished for greatest employee experience and business value," said Holly Muscolino, group vice president, IDC's Content Strategies and the Future of Work.

"There is no one-size-fits-all model of hybrid work, which means organizations may well have differing degrees of investment organizationally or technically as they evolve to find the right balance to drive optimal business results at any given point in time." — Amy Loomis, research director, IDC's Future of Work

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