Thanks as ever for voicing a reasoned and articulate argument for what is being espoused, decried and challenged in equal measure. We DON'T know because we've never had to build back from a pandemic of this scale, in the way the world is now.

I agree so strongly that this IS an individual/team focal point. Organisational blanket declarations - unless sufficiently open that people can adapt within it - are not as helpful as those making the declarations believe they are.

I think it is reinvention though - reinvention of the team construct. So to your point on that being focal and crucial, instead of saying how do we adapt, I think it's more "let's start again from now, experiments are crucial and what we know will help us." But to your call on more creativity and less vanilla-bland, let's use this to start anew. Transform, properly and not simply tweak and orthodoxy which may have appeared great but in reality, was an accepted norm with issues, denials and inequality anyway.

So yes to all this AND reinvent - but reinvent the team. For that, is where we can aggregate, establish those agile routines you talk about and include people at a point they can influence.

Organisations are like duvets. But this calls for a patchwork quilt. Small squares that make up a whole. Now that might sound like nothing new but vesting the power to shape at that level, is, in all but those exceptional companies we admire at PTHR, still a novelty. I'd suggest that's the newness in this - teaming is truly the new centre of gravity for organisations. It always should have been and in the case of organisations like Buurtzorg, 37 Signals, Tangerine Bank and Matt Black Systems - has kept them as sustainable, humanist and productive places of work that happen to also be fulfilling, economically viable and great at being good corporate citizens.