Table 1.

Strategic categories main outcomes. De Lucas Ancillo et al. (2020).

Category	Main outcomes
1. Breaking with the past	Organizations of any size should consider the present moment as their best opportunity to break the inertia of the past and eliminate old bad habits or outdated ways of doing things. This implies they must imagine new ways of work, and how the workplace will be, either by their own means or by means of external consulting services.
2. Workplace redesign	The future workplace has to be more digital, less hierarchical, and more flexible, while complying with the health, safety, and technological conditions required by the evolution of pandemics, such as COVID-19.
3. Technology	Its role has been decisive in new ways of working, digitalization, and survival within the COVID-19 pandemic, but it has also been one of the levers for employees' engagement with the workplace and important for the sustenance of corporate culture, learning, collaboration, and productivity.
4. Digital strategy	Organizations must face up to a deep transformation. This opportunity is the catalyst and accelerator of changes through digital transformation, whereby employees, companies, and workplaces will inevitably become more agile and dynamic than ever.
5. Remote working and new sense of workplace	The overall remote experience has been considered positive, where productivity, happiness, and employee engagement levels have increased. However, many organizations are still on the journey to discovering and trying new forms of workplace.
Core category: The workplace during and after COVID-19	The future is neither what is known today nor what could have become in the absence of COVID-19. It will inevitably be more inclusive, more mature, and novel, considering the needs of both employees and businesses, creating a good balance between them.