I also found that since then the digital transformation has led to new business models, flatter organizational structures and a hybrid approach to project management. After the global pandemic, I received many questions about how to create powerful virtual teams and how to improve collaboration and staff productivity. I came across an insightful research article published in the European Journal of Social Psychology, which concluded that repeating behavior in a consistent context leads to more automation and productivity. I stressed to clients that an important principle of “not throwing away a crisis” is to identify and eliminate assumptions that are no longer relevant to the principles and practices of organizational management. Since 2010, I have been familiar with teleworking and virtual teams. We achieve this through open discussions, individual interviews and a common space for ideas, emotions and homework. Voices on Project Management offers ideas, advice, recommendations and personal stories from project managers from different regions and industries. By January 2020, you and your team are probably used to working together in a certain context. Once the teams are used to virtual collaboration, there are still many uncertainties and a number of challenges to overcome. That’s what I told my staff and team members in March: we don’t expect them to be as productive as they are in the office. When the world was completely isolated, the concept of telework and a modern workplace changed dramatically. I may have had a flexible work schedule and some team members worked remotely. Forecasts and models can no longer guide us as they did before the crisis. Predictions and models can no longer guide us as they were before the crisis. Before I give you some lessons, let me remind you that these are unusual times. Over time, people began to adapt to what is called the new norm, and develop new habits.