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Coworking reinvented itself after COVID-19

June 10, 2020

It no longer makes sense to lease large spaces for long periods of time, to pay high costs for the provision of services and infrastructure, and to maintain a high concentration of employees.

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Coworking reinvented itself after COVID-19Coworking reinvented itself after COVID-19

The opinions of the employees of s You are personal.

By: Ulrick Noel, Senior Manager for Innovation in Consulting, Deloitte México.

We often hear that many things will change after the current crisis is over COVID-19, but we don’t know for sure to what extent. We are aware that companies and their human capital are already working together through various programs – remote work, virtual collaboration rooms, office and home training – that have enabled them to maintain business continuity and take care of their business. stay in the market and stay profitable.

With this disruption, companies have also realized that many of their traditional practices don’t make much sense today: leasing large spaces for long periods of time, paying high costs for the provision of services and infrastructure, and maintaining a high concentration of employees.

At the same time, they adjust their fixed and variable expenses, look for new saving vectors and, in extreme cases, reduce their workforce. The return to “normalcy” will not be easy, but they are considering alternatives that will allow them to keep their engines running, strengthening and thriving in the coming months.

In the post-era COVID-19Coworking spaces have the potential to become a viable option that adapts to new corporate goals and works safely and efficiently from there. By offering flexible work areas and a robust infrastructure, they can become a workplace for employees who play strategic roles and who have to work personally.

In order to become this alternative and to accompany the business, the coworking program must go through a thorough and well-planned transformation and rethink its offer. The reinvention includes working on a new business model that provides alternative services, online workshops, and virtual spaces for collaboration. all without neglecting their role as community facilitators.

The use of common areas is also changing. And it is so that, under the new normal, shared, isolated rooms could be required and could have private offices, which limits the meetings between people from different teams and companies, which differentiates coworking from traditional offices.

A key practice will also be future cleaning and disinfection protocols, as well as hygiene measures to gain access to facilities, maintain social distance, allow a maximum number of people at each meeting, and offer tiered schedules.

This reinvention of coworking is closely linked to the reinvention of organizations accelerated by the pandemic and the high adaptability and resilience of both parties.

Migration to shared spaces is not instantaneous, but gradual, especially since many organizations are still cautious – and appear to have no urgency – to return to a physical space. They have adapted to remote work and are still concerned about the health and safety of their employees.

Currently, business leaders consider several factors when deciding who needs to go back to work, what areas to keep, defining critical business services, what roles and roles should exist, and which ones can be performed remotely.

The current pandemic has had a major impact worldwide, but has also triggered changes in the way we work, learn, produce and do business. Coworking was not exempt from such impacts, but the new economic, labor, business and economic context resulting from a crisis of this magnitude also opens up an important opportunity for transformation.