Work 4.0 stands for work that is independent of location and time. Numerous companies are currently trying to establish such work, as the advantages, especially in recruiting as well as the high satisfaction of employees, help companies to be more successful.

I often hold lectures lately and companies often see such work as not or difficult to implement, because agile teams have to sit together on site and direct communication is often not effective. That may be the right step in the first step. I note that there are some prerequisites for the implementation of Work 4.0 and Would like to list it in this article, thereby minimising the concerns.

In short, you need to cut work meaningfully into small packages and make it workable and measurable from any location and employee.

Reading tip: What is work 4.0

Technology as a prerequisite

In order to network different employees, it is necessary to map the operations in ticket systems or software such as Jira or OTRS. You can no longer personally monitor your employees, so you need to remotely control the task completion.

For example, I solve this in such a way that my employees have different tasks in a ticket system (and Jira). These are tipped by me or by the customers there by e-mail or directly. The employee must always ensure that the queue, i.e. all tickets, are in progress or even resolved. There he documents the work steps that have already been completed. The advantage is that another employee could also take over the ticket after a short read-in time.

This means that you can use task and task management software to give employees the ability to work remotely, and tickets can also be handed over to someone else who can also continue working quite quickly if the employee is no longer handed over.

Cutting tasks as a prerequisite

Another important requirement to use the tools is that you are able to cut work clean at all. Here I notice that many managers see the most problems. Often, in complex situations, it is not immediately clear what needs to be done or employees cannot abstract their own work, as this is carried out subconsciously.

Now it’s time to stick to it and dismantle the work in workshops. I would like to give an example of organising a company celebration. For example, you can map these following packages as tasks in Jira. I was inspired by a website.

  • Choose an occasion
  • Set the date and time
  • Choose and book location
  • Choose the motto
  • Setting goals
  • Set funding and budget
  • Create a guest list and invite guests
  • Choosing and booking artists
  • Choose and book party service or catering
  • Organize decoration and styling
  • Organize construction and cleaning
  • Create and send invitations
  • Compile framework programme / process programme
  • Organize technical planning (sound, light, stage, video)
  • Choose and organize company celebration marketing (give-aways)
  • Making place rules

I notice that even the organization of the company celebration is rather subconscious and it is already very difficult to put together this checklist at all. Try a project of your choice.

Conclusion: Potentials through work 4.0

I think it’s worth the effort to map tasks in the tool, because you can easily hand over certain tasks to a service provider, for example, and also start new employees directly with small tickets without much training. You can also dismantle knowledge monopolies and keep know-how in the event of dismissals in the company. I think it’s certainly not easy in all areas, but the effort to try work 4.0 is worth it.

Image source: Shop photo created by ijeab –

Genderhinweis: Ich habe zur leichteren Lesbarkeit die männliche Form verwendet. Sofern keine explizite Unterscheidung getroffen wird, sind daher stets sowohl Frauen, Diverse als auch Männer sowie Menschen jeder Herkunft und Nation gemeint. Lesen Sie mehr dazu.

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I blog about the impact of digitalization on our working environment. For this purpose, I present content from science in a practical way and show helpful tips from my everyday work. I am a manager in an SME myself and I wrote my doctoral thesis at the University of Erlangen-Nuremberg at the chair of IT Management.

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