The Future of Work Agile in a Hybrid World Dennis Mancl and Steven D. Fraser Abstract. An agile organization adapts what they are building to match their customers evolving needs.

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The Future of Work: Agile in a Hybrid World

Dennis Mancl and Steven D. Fraser

Abstract. An agile organization adapts what they are building to match their customer’s evolving needs.

Agile teams also adapt to changes in their organization’s work environment. The latest change is the

evolving environment of “hybrid” work – a mix of in-person and virtual staff. Team members might

sometimes work together in the office, work from home, or work in other locations, and they may

struggle to sustain a high level of collaboration and innovation. It isn’t just pandemic social distancing –

many of us want to work from home to eliminate our commute and spend more time with family. Are

there learnings and best practices that organizations can use to become and stay effective in a hybrid

world? An XP 2022 panel organized by Steven Fraser (Innoxec) discussed these questions in June 2022.

The panel was facilitated by Hendrik Esser (Ericsson) and featured Alistair Cockburn (Heart of Agile),

Sandy Mamoli (Nomad8), Nils Brede Moe (SINTEF), Jaana Nyfjord (Spotify), and Darja Smite (Blekinge

Institute of Technology).

Keywords: Agile, Collaboration, In-Person World, Hybrid World, Virtual World, Societal Needs, Software

Engineering, Future of Work

1. Introduction: Panel discussion of agility today

This paper reports on a panel session organized by Steven Fraser (Innoxec) and facilitated by Hendrik

Esser (Ericsson) to discuss XP 2022’s theme “The Future of Work: Agile in a Hybrid World.” The panel

was also inspired by a recent community survey by Fraser and Mancl on “The Future of Conferences” [1]

in an increasingly virtual world. In preparation for the panel, panelists were asked to consider topics

including:

• As pandemic restrictions are loosened, how will work environments and Agile practices evolve,

given that some workers will return to a physical office while others may desire to continue their

work from home?

• What issues are related to surveillance, trust, collaboration, and networking tools?

• What can we leverage from the “Peopleware” inspired writings of Fred Brooks [2], Melvin

Conway [3], and Tom DeMarco and Tim Lister [4][5]?

• What are the key learnings and emergent best practices/hybrid for hybrid work environments

for Agile organizations?

In response to the pre-panel questions, Alistair Cockburn (Heart of Agile, USA) raised several concerns:

• When people do “hybrid-agile,” have they created the worst of both worlds?

• How has something fundamentally about human interaction become a technology challenge,

where tools matter, and tool-usage matters more!

• What are best-practice facilitation skills for effective virtual/hybrid collaboration?

• What is the future of work? How will current company best practices evolve?

At XP 2022, in Copenhagen, the panelists shared their experiences with virtual and hybrid working

environments during the pandemic, data from software developer surveys, and key ideas from previous

generations of workplace evolution. Agile values and practices were important, however the panel also

considered broader issues:

• Do individuals have freedom of choice regarding their own work environment?

• What are the best ways to organize work teams so they can collaborate effectively?

• How can they best approach creative problem-solving as a team?

“Adaptation” is an important part of agility. Agile teams need to adapt to changes in their organization’s

work environment. The latest change is the evolving environment of “hybrid” work, a mix of in-person

and virtual staff. Team members might work in the office, from home, or in other locations, but there

will always be a struggle to achieve good collaboration and innovation. The motivation for virtual work

isn’t just pandemic social distancing: many of us want to work virtually from home to eliminate our

commute and spend more time with family.

The panel facilitator, Hendrik Esser (Ericsson, Germany), kicked off the discussion of hybrid working with

an interesting anecdote, and his story is partial proof that employees are not necessarily consistent in

their beliefs. In Hendrik’s office, one person who had resisted a return to the office was mandated to

return two days per week. Within one week, his reaction was “I had forgotten how great it is to meet

people by the coffee machine, so I think I will come more often.” Our personal beliefs about our

personal “best” work environment will likely continue to evolve.

Hendrik also noted that the panel would focus more on how to work effectively in a hybrid world –

rather than debating the merits of hybrid versus in-person work.

2. What is hybrid? Individual choice or team choice?

The panel abstract described “hybrid” work as an evolving environment with a mix of in-person

(traditional office) and virtual (remote) work environments.

However, Darja Smite (Blekinge Institute of Technology, Sweden) saw hybrid as two sides of a coin:

individual liberty versus potential team conflicts. On one side, hybrid is about flexibility, the freedom to

decide where and when to work. She believed that freedom is important. However, she also

acknowledged that hybrid can be problematic. Everyone desires freedom of choice regarding workplace,

but Darja cautioned, “I see teams with internal conflicts, with members who have different opinions

about where they want to work and how they want to collaborate.”

Sandy Mamoli (Nomad8, New Zealand) suggested the ambiguity of going hybrid. “We think we can

assume that hybrid is here to stay, but we don’t know exactly what it is going to look like.” She

explained that we will need to explore new ways of working, but we must also balance our own

preferences against those of the team.

Jaana Nyfjord (Spotify, Sweden) introduced Spotify’s perspective on virtual work: “Distributed first” and

“work from anywhere.” Spotify encourages a non-traditional work structure. The company desires that

their staff be as creative and productive as possible and enables staff to choose their workplace

structure.

Darja discussed how teams might address the conflicts of work styles. One possible solution is to

reorganize teams. “We ask them to imagine reshuffling the people, letting them decide how they want

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TheFutureofWork:AgileinaHybridWorldDennisManclandStevenD.FraserAbstract.Anagileorganizationadaptswhattheyarebuildingtomatchtheircustomer’sevolvingneeds.Agileteamsalsoadapttochangesintheirorganization’sworkenvironment.Thelatestchangeistheevolvingenvironmentof“hybrid”work–amixofin-personandvirtualstaf...

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The Future of Work Agile in a Hybrid World Dennis Mancl and Steven D. Fraser Abstract. An agile organization adapts what they are building to match their customers evolving needs.

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