25 February 2025
Peter Maarbjerg, Vice President
The workplace has undergone significant changes since we were all sent home during the COVID-19 pandemic. Suddenly, we became acutely aware of both the joys and challenges of remote work, virtual meetings, online conferences, webinars, and more. These experiences have since been thoroughly examined and widely recognised, as we all lived through them.
How should leadership respond effectively to employees’ conflicting needs? How can organisations meet the expectations of those who found greater quality of life through remote work while also accommodating those who prefer the physical presence of colleagues and the spontaneous dialogue that occurs in an office setting rather than via Teams?
One possible response could be the traditional ‘tough-guy’ approach, where leaders demand “attendance or resignation.” However, this is a narrow-minded, productivity-focused failure—one that ignores the many opportunities available.
Rather than viewing digitalisation as a force that creates human disconnection, leaders should flip the argument: How can new technologies help reinforce and strengthen human relationships?
Digital technologies in the workplace risk making work feel mechanical and overly structured. However, with a strategic and well-considered leadership approach, digital transformation can instead foster more meaningful, human-centric work environments.
One of the most significant leadership trends in 2025 is the integration of artificial intelligence (AI) and other emerging technologies into strategic decision-making processes. Leaders must adopt a mindset of continuous learning and adaptability to stay ahead of technological advancements. AI is not just a tool for efficiency—it is also a critical component for making informed decisions and maintaining a competitive edge.
Organisations are increasingly offering workshops and hands-on training sessions to help leaders understand and leverage AI applications. This practical exposure demystifies artificial intelligence and encourages leaders to experiment with its capabilities, fostering a more integrated and innovative approach.
By 2025, the widespread adoption of new technologies will be essential for maintaining and enhancing human connections in an increasingly digital work environment. Research by Deborah Perry Piscione and Josh Drean in their book Employment is Dead (2025) highlights the transformative power of digital tools in fostering meaningful human connections in the workplace. By embracing these technologies, businesses can create work environments that support both professional and personal well-being, shaping a future where digital and human elements coexist harmoniously.
Empathy is another cornerstone of effective leadership. In 2025, leaders will be expected to prioritise, understand, and address their teams’ emotional and psychological needs. There is a growing recognition that empathetic leadership cultivates a positive work environment, enhances employee engagement, and boosts productivity.
Empathetic leaders actively listen to their employees, demonstrate genuine concern for their well-being, and foster a culture of trust and respect. This not only strengthens team dynamics but also aids in talent retention. As the workforce becomes increasingly diverse and inclusive, the ability to connect with employees on a personal level will be a critical leadership skill.
In a technology-driven reality, it is even more important to translate informal and personal interactions into digital spaces. How do we replicate coffee breaks and walk-and-talks virtually? Many creative solutions were implemented during the COVID-19 lockdowns, yet numerous organisations have since abandoned these initiatives.
Business environments are volatile and unpredictable. In 2025, leaders must be agile and adaptable, capable of navigating uncertainty and responding quickly to changing circumstances.
Adaptive leadership requires flexibility, openness to new ideas, and a willingness to adjust strategies when necessary. To foster agility, leaders should focus on continuous learning, encourage experimentation, and cultivate a culture of resilience.
However, both leadership and employee roles are being challenged in an increasingly ‘technologised’ reality. How should we engage with our AI assistants, ensuring they are also continuously developed? What barriers—whether formal or self-imposed—exist in collaborating across time zones and cultures?
Hybrid and remote work models present a paradox: Physical distance separates employees, leading to more sporadic, often formal interactions—but new technologies have the potential to support genuine, meaningful connections.
Rather than attempting to turn back time and reinstate pre-COVID office norms, leaders should use technology to preserve the sense of camaraderie found in traditional office environments. A cycling club, knitting group, or art club can thrive in a Teams chat, where members share articles, links, images, and insights. The task extends beyond productivity to include workplace equity, employee well-being, and organisational resilience.
While some organisations are still refining hybrid work policies, others are fully embracing distributed teams. These teams operate without a central office or traditional management hierarchy. Decisions are made through consensus and collective leadership, enabling access to a truly global talent pool.
Distributed teams promote equal opportunities and challenge the assumption that physical presence equates to engagement. Instead, shared purpose and equitable decision-making take priority.
Forward-thinking American companies have begun implementing KPIs for virtual team-building, mandating regular informal gatherings in hybrid work settings. Such initiatives foster openness and trust, even among initially hesitant leaders—an essential foundation for innovation and engagement. Over time, distance becomes inconsequential as employees adapt.
A significant challenge of dispersed teams is the loss of spontaneous interactions that drive creativity and innovation. Some companies are actively designing solutions to recreate these moments. Google, for example, designs office spaces to maximise ‘serendipitous collisions’ among employees, recognising that innovative ideas often emerge from unplanned interactions.
Companies should treat employee well-being as a key performance indicator. The future of work is digital, but fundamentally human. Recognising the importance of individual well-being and collective progress is not just an ethical decision—it is a sound business strategy.
Technologies that enhance human capabilities are shaping the future, creating work environments that foster deeper connections while embracing our inherent humanity. Digital tools enable a structured, knowledge-driven approach to work—one that prioritises people and the professional relationships that sustain them.
