ISSN 1392-1142 (Print), ISSN 2335-8750 (Online)

ORGANIZACIJŲ VADYBA:
SISTEMINIAI TYRIMAI 2021.85
https://doi.org/10.1515/mosr-2021-0005
Dietrich H. STEUDE

Challenges of Remote Leadership in a

Digitalized Working World 4.0

The digital transformation of industry is driving the advance of agile work structures and, in particular, home
office working. This article examines the question of what effect the physical distance of employees from the
company has on its productivity and innovation potential, and what challenges are posed to a remote leadership.
Keywords: home office, freelancer, ambidexterity, agile leadership, social Intranet.
Skaitmeninė industrinė transformacija skatina pasistūmėti link lanksčių darbo struktūrų, ypač darbo namų
biure. Šiame straipsnyje nagrinėjamas klausimas, kokį poveikį fizinis darbuotojų atstumas nuo įmonės turi jos
produktyvumui ir inovacijų potencialui ir kokie nuotolinio vadovavimo iššūkiai.
Raktiniai žodžiai: namų biuras, laisvai samdomi darbuotojai, įvairiapusiškumas, lanksti lyderystė, socialinis
intranetas.

Introduction their previous jobs, remote leadership has

A recent article in DIE ZEIT (Dausend,
Schieritz, 2020) under the headline “Poli-
tics without touching,” vividly describes
how the COVID-19 pandemic has af-
fected the daily routine of a member of
the Bundestag. “My daily routine has
changed, both in the parliamentary group
and in public. The contact with citizens in
my constituency ... has been minimized. I
need to know what the citizens think. For
large parts of the year, that did not work.
We stay in the Berlin bubble – there’s a
growing danger of operational blindness.”
Accelerated by the COVID-19 pan-
demic, working from home has become
a widespread practice. By physically sep-
arating employees from the location of
become a daily challenge for management.
With increasing physical distance
from the previous office workplace, the
flexibilization of work in terms of loca-
tion, time and design has been brought
into sharper focus by the 2020/21 pan-
demic. But even before that, agile work, or
New Work (Schermuly, 2020) and the de-
velopment of new forms of organization
were promoted with the increasing digi-
talization of the manufacturing industry
(Steude, 2017).
The object of research: the challenge
of managing and guiding employees at
a distance from the company – remote
leadership.
The purpose of this paper is to take a
closer look at the impact of flexible work

Dietrich H. STEUDE – professor, Dr. Ing., management sciences; University of Applied Sciences, Germany.
Address: Kastanienallee 21, D14052 Berlin, Germany. Phone: +49 170 2297201. Email: dhsteude@gmail.com
© 2021 Dietrich H. Steude by Sciendo.
This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivs 3.0 License.
66 Dietrich H. STEUDE
design and the “working world of tomor-
row” (VDMA, 2016) on employees and
their supervisors in terms of the sustain-
ability of their work outcomes and social
commitment to the company. Recom-
mendations are developed for effective re-
mote leadership under the difficult condi-
tions of agile work structures.
Research methods. In recent years,
the author has examined the effects of in-
dustrial digitization on the change and in-
novation process in companies based on
many practical projects. The challenges of
digitalization require an agile process ex-
ecution. Leadership behavior must adapt
to an increasingly digitized environment
inside and outside the company. The re-
sults of these experiences have been com-
piled in corresponding articles by the
author and form the starting base for fur-
ther studies (Steude, 2015; 2017). In this
paper, the special conditions of remote
leadership are analyzed with employees
who do not work in the office but in the
home office for a large part of their time.
For this purpose, several studies and sci-
entific contributions are evaluated, which
have been conducted and published in
large numbers in recent months (see Ref-
erences: Studies and Statistics). Recom-
mendations for a future agile leadership
concept are developed and laid down in
this article.
Working from home in industrial
change
Work from home as an extended place of
industrial value creation relates to the in-
dustrial development of the last 200 years.
In these years, many negative and positive
experiences were made with commercial
production in one’s own home (Friedrich-
Ebert-Stiftung, 2020).
With the invention of hydroelectric
and steam power drives for mechani-
cal processing machines more than 200
years ago, the 1st Industrial Revolution
began and with it the shift of commercial
value-added processes from home-based
craft businesses to factories. Only where
there was no dependence on power ma-
chines and no mechanical working ma-
chines were available did production at
home continue. For example, cheap labor
was used to produce cloth and fabrics on
manual looms in homework. Because of
the disastrous living and working condi-
tions, there was considerable social up-
heaval, first in England and later in other
European countries (the Weavers’ Revolt
in Silesia in 1844). These conflicts did last-
ing damage to the reputation of work at
home in later decades.
The 2nd Industrial Revolution began
toward the end of the 19th century with
the introduction of assembly lines and
mass production of consumer goods
based on the division of labor, so-called
Taylorism (Taylor, 1911). This form of
production enabled the extensive mech-
anization of simple operations and the
considerable shortening of throughput
times. The simplest operations and pro-
duction steps that were not suitable for
automation were further outsourced and
produced at home.
The development of semiconductor
technology in the mid-20th century gave
a new impetus to the rationalization ef-
forts of industry. The 3rd Industrial Revo-
lution was initiated with the transition
from analog mechanics to digital tech-
nology. The use of numerically controlled
machinery and equipment increasingly
 Challenges of Remote Leadership in a Digitalized Working World 4.0
dominated manufacturing operations and
operational processes. Efforts at rationali-
zation in factories were now increasingly
focused on the work assignment of em-
ployees. Considerations on the humani-
zation of work with the keywords job
enlargement, job enrichment and
job rotation took center stage (Steude,
1975).
Consideration was given to a better
reconciling family and work. Teleworking
and teleconferencing by using the new
means of communication should help
here. The daily trips to and from work
as well as costly business trips were to
be saved in an increasingly globalized
economy. The spread of teleworking has
been accompanied to this day by the
outsourcing of services, e.g., in customer
service, logistics and marketing. This
relocation of such call and service centers
abroad is mostly done for reasons of cost
savings in countries with low personnel
costs.
The 4th Industrial Revolution was ini-
tiated at the end of the last century with a
further exponential increase in the com-
puting power of integrated semiconduc-
tor circuits and thus with a significant
increase in the performance of the infor-
mation and communications technology
ICT (Moore, 1965). Here, the digitaliza-
tion of industrial processes and network-
ing of operational control instruments
with the numerically controlled produc-
tion plants in cyber-physical systems
CPS became possible. CPS refers to the
interconnection of software application
programs with mechanical and electronic
components that exchange data via an In-
tranet or the Internet. The linking of pro-
cessing and transport machines with the
transport units enables integrated online
67
control of the entire operational value
chain – Industry 4.0 (Steude, 2015).
The digitalization of industrial pro-
cesses requires the qualification of em-
ployees and a Management 4.0 that can
accompany and drive the operational
changes. As with previous industrial up-
heavals, the transition to a digitalized In-
dustry 4.0 has resulted in a disruption of
previous social, economic, and societal
structures. Accordingly, the role of com-
mercial work at home as part of the val-
ue creation process is also changing into
a demanding activity in the digitalized
home office of today.
A fourth component, job agility, is
added to the concept of humanizing work
in the previous century. With this meas-
ure, employees are to co-determine their
working conditions flexibly in terms of
place, time, and design.
Structural changes in the labor
market
In addition to digitalization, the industry
will have to master several other challeng-
es in the coming years that are mutually
dependent or influence each other.
As globalization progresses, the inter-
national division of labor continues. Thus,
simple operations in both the commercial
and service sectors continue to be relo-
cated to low-wage countries. In addition,
new competitors with a high level of in-
novative expertise, large labor reserves
and still low-income levels have emerged
in the Asian region. On the other hand,
ongoing digitalization in the previous
industrialized countries is compensating
for labor cost disadvantages. Outsourced
68 Dietrich H. STEUDE
production can be relocated back again
(backsourcing).
Climate change poses a further chal-
lenge, requiring holistic sustainability
management not only in industrial pro-
duction but also in serving ecologically
changing markets. This technological
disruption is particularly serious in the
European core market, the automotive in-
dustry. New mobility concepts are need-
ed, which can only be found by success-
fully promoting innovation and involving
all social forces.
Demographic trends in the industrial-
ized countries are influencing the indus-
trial labor market through an increasing
shortage of skilled workers amid a growing
need for “digital natives” and well-trained
IT specialists. As this demand can often
no longer be met from the company’s own
human resources, the number of freelanc-
ers in companies is increasing from year
to year (Fritsch, Kritikos, 2015). For the
company’s own employees, the technolo-
gy shift means not only specialist training
but also improved training in the use of
digital tools and ongoing further training
so that they do not miss the boat on the
accelerating technological developments.
On a positive note, between 2006 and
2015, the proportion of school-leavers
with higher education qualifications in-
creased from 35% to around 55%, while
the proportion with lower secondary
school qualifications fell to around 40%
(White Paper, 2017).
Not to be neglected is the promotion
of soft skills, which contribute to positive
collaboration with team and project part-
ners as well as with freelancers and are the
basic prerequisite for successful creative
processes.
Contrary to initial fears, digitalization
in the industrial sector has not led to a
serious decline in the overall workforce.
Employment in the manufacturing sector
decreased in Germany by 23% between
1991 and 2019, while the number of peo-
ple employed in the ICT sector increased
by 43% during this period (Deutschland
in Zahlen, 2020). The share of profession-
als working in ICT is expected to contin-
ue to increase in the coming years. These
employees will be less and less employed
in industrial companies. By outsourc-
ing standardized and customer-specific
software applications to service providers
and using a cloud-based IT infrastruc-
ture, companies can reduce the number
of data centers and save on their own IT
personnel.
With the digital automation of indus-
trial production, the share of hardware
configurations is decreasing at the ex-
pense of operational software solutions.
Using advanced sensor systems and CPS
technologies, plants and processes can be
monitored, and preventive maintenance
can be carried out in the event of devia-
tions from the target. Central control sta-
tion systems are used to control the flow
of materials and the machining process.
With a coupled production control sys-
tem ERP, it is possible to plan, control and
regulate the production process from any
point on the Intranet.
Work in production and production-
related areas is called exploitation. The
aim of this section of the company is to
achieve optimum productivity in the op-
erating business. In the so-called indirect
areas of a company, work is done on pro-
jects of a future company design, on new
technologies, and innovative products.
This activity is called exploration and aims
 Challenges of Remote Leadership in a Digitalized Working World 4.0
at optimizing the future business model.
For this dichotomy of operational tasks, a
management concept (ambidexterity) was
developed by M. L. Tushman of Harvard
University, which should take these two
different operational objectives into ac-
count (Weibler, 2018). On the one hand,
the ambidexterity concept requires the
manager to achieve the short-term suc-
cess of the company and to reconcile this
goal with the risky decisions for a posi-
tive future of the company. This includes
motivating employees to support and
implement these ambidextrous goals. As
a result of the digital transformation and
the associated process automation, the
proportion of exploitative activities to be
performed by employees is decreasing,
while the proportion of explorative chal-
lenges in everyday work is increasing. It is
the task of human resources development
to adapt the technical and human skills of
employees to the requirements of an in-
dustrial organization 4.0. The employees
of an efficient factory of the future must
be able to coordinate operational process-
es, communicate with partners and make
independent decisions (VDMA, 2016).
This includes agile corporate leadership
that ensures suitable working conditions.
These should be adapted to the flexible
needs of the employees in terms of loca-
tion, time, and design of their work. It is
the task of superiors to guide, coach and
motivate employees. A transparent and
viral communication strategy is required
to synchronize and guide employees,
whether on-site in the company or off-site
in the home office. Even in the event of
spatial separation, employees’ commit-
ment, and sense of shared responsibil-
ity for the company must be maintained
and encouraged. The goal must be to use
69
the freedom gained through digital au-
tomation to design creative exploration
projects for the successful future devel-
opment of the company. The option of
working in a home office is considered an
important incentive.
Work 4.0 – Working remotely in the
home office
The introduction of home office work is
handled very differently by companies na-
tionally and internationally (Table 1).
If one examines the role played by the
home office at the most important Ger-
man DAX companies and large interna-
tional corporations in the past, during
the COVID-19 pandemic 2020/21 and in
the future direction, it becomes apparent
that mobile working concepts and mixed
forms between office presence and work-
ing from home (hybrid working) will
occupy an important space at almost all
companies.
In 2015, the Stanford Quarterly Jour-
nal of Economics published the results of
a U.S. – China study by Nickolas Bloom
describing a home office experiment over
9 months with 1000 participants from
a Chinese tour operator (Bloom, Liang,
2015). The researchers concluded that
working from home had resulted in a 13%
increase in productivity. Employee satis-
faction increased and absenteeism (illness,
etc.) was cut in half. The participants were
employees of a call center having a largely
predefined activity. This study received a
great deal of attention from managers in
the American business community and
in academia and led to a rethink among
many HR managers who had previously
been rather critical of home office work.
70 Dietrich H. STEUDE

Table 1. Concepts of flexible working at the larger Dax companies and international corporations
before, during and after the 2020/21 pandemic crisis

Company before 2020/21 future

50% of employees can work
at home, they spent approx.
Adidas
20% of their time outside
the office (hybrid working)
Secure access to the cor-
porate network company-
Alliance wide; nevertheless, large
employee presence at
headquarters
No general regulations for
Alphabet (Google)
working from home
Home office for employees
Amazon
where it is possible
Apple No work at home office
Works agreement since
2012 on mobile working
BASF
with agreements between
manager and employee
Home office and mobile
working even by employees
Bayer
in laboratory jobs is under
investigation
Investment in a new
communication system
Beiersdorf
with collaboration tools to
improve work at a distance
Company agreement on
home office and telecom-
muting already in place in
1995; employees can work
BMW
outside the company not
only daily but also on an
hourly basis on a mobile
basis
Already in 2016 agreement
with the works council on
Continental making work more flexible:
part-time and flextime,
place of work, sabbaticals
extended home office work
according to individual
agreement
Working in a home office
becomes the norm for
around 90% of employees
For all employees, for
whom it is work-technical-
ly possible, work at home is
obligatory
Work at home in consulta-
tion with superiors and
according to regional
conditions
Work at home in consulta-
tion with superiors and
according to regional
conditions
approx. 50% of employees
in home office
approx.40% work from
home
approx. 65% of the 2500
Hamburg employees work
in a home office
approx. 60% of working
time is spent working from
home
approx. 90% of employees
who can reconcile mobile
working with their tasks
use it
flexible working will be
made possible through
individual agreements
approx. 40 % of employees
will work in a home office
in the future, hybrid work
model between home office
and office
Staggered return to the
office is planned
Regulation initially ex-
tended until mid-2021
Return to the office
planned soon
Planned to enable flex-
ibility in time and place in
consultation with managers
Increased use of work at
home in alternation with
office work, hybrid work is
under discussion
Flexible working should
become the norm
The goal is an intelligent
mix of mobile and office
work in coordination
between employee and
manager
Continuation of the
current policy in under
investigation
 Challenges of Remote Leadership in a Digitalized Working World 4.0
Company before
Since 2016, all employees
have a basic right of mobile
Daimler
work if this is compatible
with their respective duties.
An agreement on home
Deutsche Bank office and teleworking has
been in place since 2000
No significant portion of
Deutsche Post work was performed in the
home office
In 2013, approx. 25% of
Hewlett Packard HP employees worked from
home
Pioneer of modern forms
of work as early as the
1980s, released from com-
IBM pulsory attendance in 1990.
2017 Recall of many
employees from the home
office
Home office and mobile
Infineon
work outside of production
everyday practice
Flexible working model
Merck and digital technologies in
use since 2013
In Germany, pioneer of
flexible working, 2014
Microsoft introduction of trust-based
working time and trust-
based place of work
Since 2018, company
agreement on trust-based
SAP work. Employees without
compulsory presence; ap-
prox. 50% Home Office
Preliminary mobile work
Siemens concept,
Trust-based working time
Works agreement on
Volkswagen flexible working - no legal
entitlement
2013 U-turn and departure
Yahoo from the previously prac-
ticed New Work practice.
Source: M. Hoffmann (2020).
2020/21
The right of mobile work
also applies to the pan-
demic period
Number of people working
from home tripled to 60%.
66% of office workers work
in a home office
Increased work in home
office due to pandemic
Due to the pandemic, 40%
of IBM employees world-
wide are working in their
home offices again
approx. 80% outside pro-
duction in home office
approx. 40% working from
home office
High percentage of em-
ployees (90%) for full flex-
ibility in work design, no
more fixed workstations
almost 100% work in home
office
Proportion of home office
work greater than 50% -
New Normal Working
Model
approx.28% of employees
work from home
Pandemic causes increased
home office work
71
future
The right of mobile work
shall also apply in the
future.
In the future, a hybrid
arrangement will apply: 2/3
of the working time in the
office and 1/3 in the home
office
Work is underway to
improve regulations for
mobile working
Home office work to be
permitted only in indi-
vidual cases
In the future, employees
are to work more in the
office again
Improvement of mobile
working planned through
newer approaches and tools
For personal reasons, ad-
ditional home office work
may be arranged.
Office work remains op-
tion, no permanent desks
Share of mobile work
remains remarkably high
„New Normal Working
Model“ to be introduced
worldwide
Office presence is increased
again
Not yet defined
72 Dietrich H. STEUDE
Table 2. Proportion of employees FTE (full-time equivalent) in the home office
Working time before
Full time in
Home Office 1.4 M
(million)
Part-time home office
6.3 M
(million)
Total
7.7 M
(million)
Proportion of employees
approx. 11,3 %
(FTE)
Source: B. Pauly, A. Markert (2020).
For example, in large US IT corpora-
tions in particular, employees were offered
flexible working models in terms of place
and time. These was often done in a blan-
ket manner, without having arranged the
necessary organizational preconditions
for successful remote work for a larger
number of employees. The specifics of re-
mote leadership for successful work in the
home office were often not established.
This became a problem only if a company
got into an existential crisis, for exam-
ple, Yahoo in 2013 or Hewlett Packard in
2015. This may have been the reason why
at some of the large international corpo-
rations the experience with this flexible
work was not positive and the return to
the office has been arranged again.
In Germany, several Dax companies
in the service and industrial sectors de-
veloped concepts early on to increase
employee productivity and job satisfac-
tion by improving work flexibility. Agree-
ments were reached on trust-based work-
ing time and place, in which employees
are no longer bound to a fixed workplace.
The extended freedom was intended to
2020/21 future
10.5 M 3.2 M
8.3 M 11.5 M
18.8 M 14.7 M
approx. 35,0% approx. 21,5%
strengthen employees’ personal responsi-
bility and creativity (Ingenieur.de 2021),
(Bauer, Hofmann, 2018).
Small and medium-sized enterprises
in Germany have been very reluctant to
make their work structures more flexible
since most of their employees are active-
ly involved in the production processes
and work in an exploitative manner. The
same also applies to larger companies ac-
tive in plant construction and mechanical
engineering.
It was not until the crisis of 2020/21
that a larger number of employees were
prompted to do their work from home for
pandemic reasons. Due to the advanced
digitalization in most companies, ad-
ministrative but also partly production-
supporting processes could be done from
home. It has been shown that working re-
motely is possible in many areas and can
even be more productive.
In Germany, 11,3% of all employees
worked from home before the crisis (Ta-
ble 2). Of these, around 3% points were
employed full-time, while 15% points
spent less than half their working hours
 Challenges of Remote Leadership in a Digitalized Working World 4.0
in the home office. With a share of 11.3%,
Germany was far below the European av-
erage of 18%. In the year of the 2020 pan-
demic, the proportion of the workforce
that has switched to home office work has
risen to around 35% of all workers. The
positive experience has led to many com-
panies in Germany wanting to develop
mobile working further compared with
the time before the pandemic. To this
end, there are now also legislative initia-
tives that want to establish home office
work as a legal entitlement for employees
vis-à-vis their superiors, if necessary.
A Forsa study (Forsa survey, 2020)
shows that around 70% of those work-
ing in a home office in 2020 have a high
school diploma or a university degree.
As a rule, these are demanding desk jobs
that can also be done from home with
the help of available IT tools.
As already explained above, the share
of explorative activities has risen at the
expense of exploitative tasks due to the
increasing digitization of operational
processes, so that the need for qualified
specialists is growing. Companies are
therefore challenged to create working
conditions that are as attractive as possi-
ble to recruit sufficient suitable employ-
ees in the scarce labor market for spe-
cialists. The creation of flexible mobile
workplaces is part of this. It is necessary
to examine whether working in a home
office can be an attractive solution.
Advantages and disadvantages of
working at distance
The advantages and disadvantages of
working from home have been discussed
in many surveys and analyses. A selection
73
of assessments from the perspective of
stakeholders, i.e., employers, employ-
ees, unions, and society, is compared in
Table 3.
Sustainability aspects play an im-
portant role for society by reducing
mobility and commuter traffic. Living
in rural areas and their attractiveness is
increased. This reduces the influx into
the centers. The housing situation in the
city eases.
From a trade union perspective, em-
ployees’ job satisfaction increases be-
cause of greater self-determination and
flexibility in home office work. These
are also the main advantages from the
employees’ point of view. They can work
from home more flexibly and self-deter-
mined than in the office. They escape
direct control by their superiors. They
can better divide their work between
professional and family obligations with
positive effects on the work-life balance.
It is obvious that from the compa-
nies’ point of view, the disadvantages of
working remotely outweigh the advan-
tages. This can be explained by a grow-
ing challenge that home office work
poses to management and leadership.
There are only digital means of Infor-
mation and communication between a
company and the remote working em-
ployees. Target setting and performance
monitoring require additional instru-
ments. The prerequisite is the existence
of an efficient, functioning, and secure
infrastructure, both in the company and
decentralized. The organizational struc-
ture, the management tools and the
management culture must be geared to
remote leadership.
74 Dietrich H. STEUDE

Table 3. Advantages and disadvantages of working in a home office

Company view Employee’s view Social view

Up to 30%* less office space
required
Time saved due to elimination of
commute to work
Higher productivity expected
Further promotion of the indus-
Advantages
Furnishing a home office accord-
ing to individual needs
Time saved due to elimination of
commute to work
73%* say they work more produc-
tively in the home office
Increased satisfaction with
Reduced environmental impact
due to less commuter
Upgrading of the rural area
Housing situation in the cities
eases
Effective control of epidemic

trial digitalization
working conditions due to more threats from social distancing.
freedom of action
Self-realization through indepen-
dent work
More time for work and family;
improved work-life balance /
work-life blending (Cervantes,
Sarah 2019)
Cost of living lower in rural areas

IT security of the company is at
risk; it is more difficult to protect
company internals
Reduced contact possibilities for
the works council; control of the
ArbStättV more difficult
Team building and working in a
team made more difficult
No health care by the company
doctor
Disadvantages
Easy access to the corporate net-
work requires separate protective
measures at home
For 54%*, the workplace at home
is less well equipped than in the
office
For 48%* of respondents, work is
made more difficult by a lack of
official and social contacts with
colleagues
15%* complain about more stress
due to the demand for constant
Provision of a high-performance
local network supply
No control of compliance with
labor law requirements by the
trade supervisory office
Impairment of Innovation activi-
ties.
less new start-ups

availability

Monitoring and coaching by Absenteeism from office can make

remote leadership more difficult employees and their work less
visible
No provision of social location- „Lifelong learning“ and profes-
based benefits for external sional development more difficult
employees
On- and off-boarding of employ-
ees made more difficult
Preservation of experiential
knowledge and knowledge man-
agement more difficult
Company loyalty decreases with
absence from the company

* percentages from Forsa survey: Experiences with home office 30.11.2020

Source: Forsa survey (2020).
 Challenges of Remote Leadership in a Digitalized Working World 4.0
Viral Network Organization 4.0
Many companies still have a clear hierar-
chical structure today. In such a line or-
ganization, management by setting goals,
control and, if necessary, conflict resolu-
tion is carried out vertically along fixed
reporting lines. This form of organization,
which is unilaterally oriented toward a
single leader, is inflexible and generally
reacts only slowly to changing environ-
mental conditions. This was clearly dem-
onstrated by the reactions of industry to
industrial globalization and the increas-
ing competition from Asian companies.
In the 1980s, Taiichi Ohno described
the Toyota Production System in his book
of the same name (Taiichi Ohno, 1993).
The system of lean production was origi-
nally developed for the automotive in-
dustry but was then transferred to other
companies. The Japanese concept was also
taken up with a great interest in Germany.
The tools such as Kanban, Just-in-Time,
Six Sigma quickly found their way into the
management concepts of German indus-
try. The basis of Lean Management is the
continuous improvement process Kaizen.
This process takes place regularly, usually
in the immediate vicinity of the produc-
tion islands, in creative project meetings
with those affected and specialists from
other areas. It is an important instrument
for operational rationalization and con-
tinuous improvement.
The Toyota Production System in Ja-
pan was and still is so successful because
the companies maintain a consensus-ori-
ented corporate culture, which is the pre-
requisite for the successful application of
lean management tools. This applies not
only to the Japanese companies in Japan
75
but also to their overseas subsidiaries
(Womack, 1990). Successful transfer of
the Japanese production system requires a
changed management style and a relearn-
ing process among production workers.
The members of the various production
islands work together in small, problem-
oriented project teams that change from
time to time. Close collaboration devel-
ops between the teams. A dynamic net-
work structure is established. The projects
are moderated and coordinated by team
leaders as needed. This network organiza-
tion makes collaboration in the company
more flexible without replacing the hier-
archy (Schermuly, 2020). It supports the
operational processes of exploitation and
is the appropriate organizational concept
for the further development of the value
creation process in the company. Despite
extensive process automation, most ex-
ploitative work is performed on-site, i.e.,
in production or production-related de-
partments. Work that is flexible in terms
of location and time is hardly possible in
these areas.
As a result of digitization and auto-
mation of value creation processes, the
need for employees in production has
been reduced on average in industry to
a proportion of around 50% of the total
workforce (Figure 1). On average, 15%
of the workforce is middle and senior
management personnel who work at least
partially close to production. This leaves
around 25 to 30% of employees working
on the strategic development and busi-
ness model optimization (exploration).
As a rule, they can work off-site. On aver-
age, this group of employees is between 25
and 50 years old and has a middle to high
school or university degree. Most of these
employees would prefer a more flexible,
 to 30% of employees working on the strategic development and business model optimization
(exploration). As a rule, they can work off-site. On average, this group of employees is
between 25 and 50 years old and has a middle to high school or university degree. Most of
these employees would prefer a more flexible, location- and time-independent, agile job in a
home office (Forsa survey, 2020).
76 Dietrich H. STEUDE

Fig. 1. Employee (EE) structure of an industrial company 4.0 in Germany 2020

Fig. 1. Employee (EE) structure of an industrial company 4.0 in Germany 2020
(Forsa
(Forsasurvey, 2020),(Pauly
survey, 2020), (Pauly et2020).
et al., al., 2020).

Source:
Source: the author’s ownthe author’s own
image. image.

location- and time-independent, agile job lean management approach and the agile
in a home office (Forsa survey, 2020). development principles in a network organ-
To meet these demands, the hierarchical organization must adapt to the new conditions
that To meet
have beenthese demands,
known thetime
for some hierar- ization
from ICT are not mutually
companies. The goalexclusive but com- the
is to restructure
chical organization must adapt to the plement each other (De Raedemaercker
company into an agile form of organization (adhocracy according to Henry Mintzberg, St.,
new conditions that have been known 2020).
for some time from ICT companies. The Thus, in a company, two organization-
goal is to restructure the company into an al structures and leadership concepts con-
agile form of organization (adhocracy ac- front each other in accordance with their
cording to Henry Mintzberg, University tasks of exploitation and exploration,
of Aix-Marseille) (Emerald Works, 2021), which must be optimally served by man-
in which the employer’s right of direction agement through ambidextrous leader-
is transferred to the decision-making pro- ship. To this ambidextrous concept, man-
cesses of the various company groups on a agement must now add the more difficult
problem-related basis. The agile organiza- conditions of leadership at a distance.
tional concept was defined in 2001 in the
Agile Manifesto in 12 rules for optimized Nearly all aspects of personnel man-
software development (Morlion, 2020). agement are concerned:
These rules were later transferred to the • Decentralized job security and
rapid processing of general operational physical care.
problems in agile teams. Exploitation is The conditions for working in a home
characterized by lean management. The office are regulated in accordance with
 Challenges of Remote Leadership in a Digitalized Working World 4.0
the provisions on telework places in
the Workplace Ordinance (German:
ArbStättV) § 2 Para. 7 and in the Occu-
pational Health and Safety Act (German:
ArbSchG). The employer has the obliga-
tion to ensure compliance with the pro-
tective regulations.
Health promotion is part of the leader-
ship task. “Health-promoting leadership
refers to personal leadership behavior
that protects the health of employees in
terms of occupational health and (physi-
cal) safety, ... reduces stress in the work-
place and promotes personal resources”
(Johannson, 2017). This also applies to
employees in the home office. Therefore,
it is incumbent on the employer to con-
trol the working time in the home office –
the European Court of Justice ruling of
May 14, 2019 (Knuth, 2020).
Labor law applies to the employee in
the home office. In the event of funda-
mental changes to the employee’s work
situation, the works council has a say in
the matter in accordance with the Works
Constitution Act (German: BetrVG).
Recommendation:
A supplementary agreement to the
employment contract must be concluded
between the employee and the company
before the start of the home office work.
If there is a company agreement on trust-
based work (Riedemann, 2019), only the
additions due to home office work are to
be defined. This includes the definition of
present times, the agreement of online work
schedules and, in the case of alternating of-
fice/home office work, the agreed changeo-
ver times. Monitoring instruments such
as keyloggers or monitoring tools are only
permitted in exceptional cases and in con-
sultation with the employee.
77
The employee must be informed in writ-
ing, if possible, about the provisions of the
ArbSchG that apply to the home workplace.
He should agree to home access for spot
checks by the company safety officer. The
IT configuration installed by the employee
is particularly sensitive due to access to the
company Intranet. Measures must be taken
to prevent the intrusion of malware and
general usage rules for data security must
be agreed.
• Human Resources Development at
a distance.
As can be seen in the comparison
of the advantages and disadvantages of
working from home (Table 3), the disad-
vantages outweigh the advantages from
the company’s perspective. Remote leader-
ship represents a considerable additional
burden for management. For employees,
working in a home office can be an inter-
esting way to gain more personal respon-
sibility, flexibility, and self-determination.
These intrinsic motivational factors ap-
peal to employees who work on challeng-
ing tasks. However, the motivation only
works if the other needs arising from the
physical care in the special conditions of
home office work and the leadership be-
havior of superiors are met.
One disadvantage of working from
home is the risk of social isolation and
disconnection from the general company
incidents. A lack of feedback poses the
risk of low visibility for employees work-
ing off-site and the work they have done.
In this case, a satisfactory personnel de-
velopment process would be jeopardized.
It is difficult for a new employee to fit
into teams whose members he does not
know personally. Tasks are often taken out
of context. The actual goal is little known.
The newcomer is not familiar with the
78 Dietrich H. STEUDE
company culture and has no established
connections.
With the rapidly changing knowledge
landscape, it is difficult even for long-
standing team members not to lose touch
with the state of knowledge in the com-
pany. “Lifelong learning” is a frequently
voiced demand that can hardly be met by
a “lone wolf ” working in a home office,
given the increasing complexity of opera-
tional activities and the growing speed of
technological change.
Recommendation:
The supervisor must regularly agree on
team and individual goals and monitor the
degree to which they have been achieved
(management by results). The goals must
be specified, preferably based on numbers.
Employees working off-site must have suf-
ficient media competence to be able to use
the ICT potential of the corporate network
without any problems.
As conditions change, the goals are also
subject to change, which must be discussed
with the teams in a timely manner. This
requires close contact between the team
leader and the teams. This is best done by
arranging team meetings at fixed dates,
e.g., once a week in the office. In this way,
contact with colleagues in the company can
be maintained or strengthened. It is impor-
tant to have a uniform information policy
towards the widely distributed team mem-
bers so that no information and compe-
tence deficits occur. Any information gaps
that occur must be quickly identified and
eliminated by the team leader. The installa-
tion of a social Intranet is advisable (tixxt
2021). This can achieve a viral flow of In-
formation between off-site employees and
the company as well as between the various
project-related user groups. To achieve effec-
tive use of the social Intranet, a professional
network administration or editorial de-
partment should be installed, which, like
the public relations department, is usually
assigned to the executive board level. This
tool can be used to bridge the physical dis-
tance between employees and the company.
The viral Intranet is an important link in
a deeply structured corporate network. It
must be agreed between the management
and the remote working employees which
routines are to be decided by the employ-
ees and which procedures are to be decided
by the leader (management by exception)
(Breisig, 2017). Employees should be given
as much room for maneuver as possible to
be able to act quickly and flexibly with ex-
tensive personal responsibility.
• Innovation and change manage-
ment at a distance.
The future competitiveness of a com-
pany depends on its ability to innovate
and dynamically adapt to changing envi-
ronmental conditions. These tasks can be
performed to a certain extent by employ-
ees who were previously tied up in routine
activities and are now to be freed up by
the digitization of processes. The task of
management is to develop the appropri-
ate organizational framework in which
the creativity and efficiency of employees
can unfold. The driving force for the in-
novation and change process is the in-
creasing shortening of product life cycles,
globalized competition, and the accelera-
tion of technology cycles (Steude, 2017).
In the complex world of technology, in-
novations are rarely developed by an indi-
vidual, but rather by a team, in a face-to-
face exchange with representatives from
different disciplines and with different
horizons of experience. In companies,
this happens across departments and with
the integration of customer experience.
 Challenges of Remote Leadership in a Digitalized Working World 4.0 79

Team members in the home office should
not work on problems in isolation, ac-
cording to a rigid step-by-step plan, e.g.,
the linear “waterfall model” with sequen-
tial execution of process steps. Today, the
flexible Scrum model is being used more
and more. Through appropriate training
of team members, the transformation
into virtual remote working Scrum teams
can be achieved (Gugenberg, 2020). This
model is also adopted in agile organi-
zations to general problems in project
processing and in operational processes.
Agile cross-departmental organizational
forms are based on appropriately adapted
flexible management structures that must
meet the challenge of innovation and
change management at remote working
employees (Figure 2).
Recommendation:
While in the exploitative work of pro-
duction, the manager focuses on support-
ing employees to continuously improve
production and increase productivity, the
explorative task aims at the longer-term
perspective of the company’s further de-
velopment. The particular focus is on the
innovation process, which is worked on in
agile project teams that are not bound by
location or time. The virtual project teams
to be formed should be limited in size, since
confidential collaboration can take place
better in smaller circles of 3 to 4 members
due to the communication possibilities. The
team should appoint a team spokesperson
for external communication. To support
the idea generation processes, virtual work-
shops can be held in larger groups at regular
intervals using creativity techniques such as
virtual Metaplan moderation in conjunc-
tion with the virtual Scrum methodology
(Metaplan, 2020). This can take place via
the social Intranet with the individual pro-
ject groups. The connection to the company
can be made by setting up closed project-
related user groups. Technical expertise can

Fig. 2. Multiteam network organization (Steude, 2017)

Fig. 2. Multiteam network organization (Steude, 2017)
Source: the author’s own image.
Source: the author’s own image.

During project processing, creative and rule-based phases alternate, so that agile
leadership and clear decision-making authority are required of the team leader for
fundamental decisions. Here, too, there is a need for ambidextrous leadership
80 Dietrich H. STEUDE
be brought into the teams from other de-
partments or external staff as needed. The
management principles to be applied are
Management by Results or Exception.
During project processing, creative and
rule-based phases alternate, so that agile
leadership and clear decision-making au-
thority are required of the team leader for
fundamental decisions. Here, too, there is
a need for ambidextrous leadership com-
petence. The organizational structure cor-
responds to a viral network organization in
which the employees are integrated in an
agile manner, i.e., flexible in terms of loca-
tion and time (Schermuly, 2020). The team
network overlays the basic hierarchical
structure and extends across the exploita-
tive and explorative parts of the company.
• Integration of Freelances.
Due to the shortage of young, highly
qualified professionals in the labor mar-
ket, companies are forced to find new
ways to meet staffing needs in this seg-
ment. In the manufacturing digitized in-
dustry, around 12.8% of the workforce was
employed as freelancers in 2020 (Figure 1)
(Fritsch et al., 2015). In the USA, the share
of freelancers is as high as 21% (Statista,
2021). Among young, qualified profes-
sionals, there is an increasing desire not to
be tied to an established company for life.
They prefer free, agile employment rela-
tionships. They engage as freelancers on
a contractual basis and mostly work re-
motely from home or in coworking spac-
es on various projects together with other
solo self-employed and startups. They are
usually financially independent. Some
so-called “digital natives” want to be even
more independent and acquire orders via
crowdsourcing platforms on the Internet.
These usually involve simple, time-limit-
ed jobs or work assignments that can be
completed independently without any
major training.
Recommendation:
The involvement of many employees out-
side the company is a further challenge for
leadership. In the contractual agreements,
appropriate confidentiality agreements must
be concluded to protect company-confiden-
tial information, which retain their effective-
ness beyond the actual end of the contract.
This also applies to the information that
freelancers receive during their work. In the
matter of inventions, the Employee Inven-
tion Act (German: ArbnErfG) §4 Abs. 2
Nr. 1 and the Copyright Act (German:
UrhG) are valid, as for the own employees
(Meyer-Dulheuer, 2020). The freelancer
retains the right to the inventions made
during the contract period. However, the
company also retains the rights of use if re-
quired and in return for payment. For the
settlement of disputes, an arbitration board
can be called.
Effective collaboration usually requires
a close exchange of information with the re-
questing teams or with the company. Lim-
ited guest access to the viral social Intranet
makes sense. Freelancers are guided by the
assigned team leaders. The appointment of
project mentors is also conceivable. The re-
sponsible manager in the company retains
coordinating responsibility, as with the
company’s own employees.
Conclusions
The digital transformation from conven-
tionally automated production to an au-
tonomous Industry 4.0 must be based on
effective digital leadership. The task of
leadership is to give employees direction
in this process of upheaval, to accompany
 Challenges of Remote Leadership in a Digitalized Working World 4.0
them and to motivate them (Kotter, 1990).
In the earlier phase of production auto-
mation in the mid-20th century, efforts
were focused on the humanization of
work. The focus was on the motivational
factors of job enlargement, job enrich-
ment and job rotation, to counteract the
monotony caused by automation, espe-
cially of an assembly line production.
Due to the increasingly autonomous pro-
duction processes, the proportion of ex-
ploitative employees is declining. On the
other hand, the need for highly qualified
specialists in the explorative area of stra-
tegic corporate development is increasing.
The requirements of these employees have
changed. They are more mobile and strive
for more flexibility in their work. The task
of successful digital leadership is to pro-
vide agile working conditions. The aim is
to make the day-to-day working environ-
ment flexible in terms of the location of
the work, the working hours, and the way
the content is carried out – job agility. By
making working conditions more flexible,
the work-life balance and work-life blend-
ing, i.e., the balance between work and
free time, are to be improved. Key features
of agile work are working from home
(home office), in a co-working space, or
working on the road equipped only with a
laptop, with extensive self-determination
of working hours. These freedoms require
a correspondingly agile management
concept. The essential tasks of the em-
ployees remain the same. It includes the
basic functions of personnel management
with leadership care for the physical and
mental well-being, tasks of personnel de-
velopment, on - and off-boarding of em-
ployees and knowledge management. An
increasingly important part is the project
management of change and innovation
81
projects in a larger number of decentral-
ized projects and spatially distributed
team members and external project part-
ners. Remote leadership, which promotes
creativity, is the greatest challenge for
companies and management.
The reaction of some large U.S. IT
corporations has shown that the initial
euphoria regarding agile work design
(New Work) has given way to consid-
erable disillusionment. In cases where
the company was facing major strategic
changes (IBM) or serious economic crises
were looming on the horizon (Yahoo), the
freedoms granted were withdrawn and a
return was made to “tried and tested” hi-
erarchical structures. This was done with
the aim of dealing with corporate crises
in a more concentrated, faster, and more
effective manner. The question arises of
whether agile work is only a “fair weather”
phenomenon.
Despite or because of the digital au-
tomation of corporate processes, on the
other hand, employees’ desire for more
independence will increase in the future.
No major investments are required for
independent work. Even a “garage”, as in
the early days in Silicon Valley, will no
longer be needed; a (powerful) laptop will
suffice. A lifetime commitment to a com-
pany is no longer attractive, as companies
also change their business models in ever
shorter cycles to accommodate acceler-
ated social and technological change.
Management’s goal is to maintain and in-
crease the value of the company for many
“new economy” companies, intangible
assets or goodwill are the essential part
of the company’s value. This includes the
know-how needed and available in the
company, which is carried by the employ-
ees. The effort must be to maintain and
82 Dietrich H. STEUDE
further develop this experiential knowl-
edge acquired within the company. High
fluctuations can counteract this, as can
the migration of know-how via freelanc-
ers. Knowledge management is, there-
fore, an important challenge for manag-
ers. According to Forsa data (Forsa 2020
survey) collected in November 2020,
between 30% and 40% of employees will
work as employees of the company or as
freelancers off-site at a physical distance
from the company in the future. They
are assigned to a variety of projects with
different tasks. The work locations of off-
site employees generally do not correlate
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IAP Study 2017, Genner, S., Probst L. et al, Der
Mensch in der Arbeitswelt 4.0, Zurich 2017.
7. Study 2017d by BMAS, White Paper (2017) –
Arbeiten 4.0, Bundesministerium Arbeit und
Soziales, 03.2017, p. 31.
8. Study 2018a by Bain & Company: Labor 2030:
The Collision of Demographics, Automation
and Inequality // Labor 2030: The Collision of
Demographics, Automation and Inequality |
Bain & Company
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Digitalisierung, in: Hofmann Josephine (ed.):
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2018.
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“Working in Germany”? 19-09-11-Avantgarde-
Experts-Study-2019 with graphics Internet
access: https://www.avantgarde-experts.de/de/
11. Study 2019b by IAB FDZ: Study on Digitalization
and Quality of Work, https://fdz.iab.de, 11.2019
12. Study 2020a by Avantgarde Experts:
Working in Corona Times //
Statistics
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(2019). Employed persons working from
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Experience with Home office. Forsa-survey-
results-2401560.pdf (dak.de) Berlin 30.11.2020
3. Statistics 2020b by Forsa. Experiences with
Home Office, Berlin 30.11.2020
4. Statistics 2020c by Deutschland in Zahlen (2020).
Erwerbstätige nach Wirtschaftsbereichen:
Deutschland in Zahlen 07.01.2020
Pressemitteilung-Avantgarde-Experts-Corona-
Studie-Mai-2020.pdf (avantgarde-experts.de)
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Markert, L.A., // Mehr als 10 Millionen arbeiten
ausschließlich im Homeoffice | Bitkom e.V.
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Convid 19 virus, No. 41, 21.05.2020.
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Dissemination and Impact of Mobile Work and
Home Office // Verbreitung und Auswirkungen
von mobiler Arbeit und Homeoffice -
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Heimarbeit (fes.de), 07.2020
17. Study 2020f by McKinsey Global Institute global
survey 2020, Dua, A., Cheng, Wan-Lae et al.
2020 // Thepostpandemicworkforce: Responses
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19. Study 2021 by Hans Böckler Foundation:
Studien zu Homeoffice und Mobiler Arbeit,
Studies on Home Office and Mobile Work - Hans
Böckler Foundation (boeckler.de), 04.01.2021.
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The paper submitted: February 12, 2021
Prepared for publication: July 30, 2021
 Challenges of Remote Leadership in a Digitalized Working World 4.0
Dietrich H. STEUDE
NUOTOLINIO VADOVAVIMO IŠŠŪKIAI SKAITMENIZUOTAME DARBINIAME
PASAULYJE 4.0
S a n t r a u k a
COVID-19 pandemijos pradžioje 2020–2021 m.
pasaulyje nebuvo skiepų ir vaistų žmonėms gydyti.
Norint apriboti viruso plitimą reikėjo pasinaudoti
higienos ir atstumo laikymosi taisyklėmis, kokios
buvo taikytos prieš šimtmečius. Verslui, pramonei
ir visuomenei reikėjo kuo labiau apriboti fizinių
kontaktų skaičių. Taigi visur, kur tai buvo techniškai
įmanoma, darbas namuose tapo įmanoma alterna-
tyva industrijoms tęsti gamybą. Net įveikus pande-
minę krizę, daugelis įmonių ketina išplėtoti darbo
namuose koncepciją, remdamiesi įgyta teigiama
patirtimi.
Skaitmeninant gamybą labai padidėjo kvalifi-
kuotų darbuotojų paklausa, todėl įmonės įdarbina
vis daugiau laisvai samdomų darbuotojų alterna-
tyvioje skaitmeninėje darbo rinkoje. Savarankiškai
dirbantys asmenys taip pat dažnai dirba savo namų
biuruose. Dirbant nuotoliniu būdu atskirai nuo
įmonės, reikia efektyvios informacijos ir ryšių sis-
temos, kad darbas būtų efektyvus. Industrinės įmo-
nės paprastai turi greitai veikiantį įmonių tinklą. Tai
galėtų būti išplėsta įtraukiant socialines intraneto
funkcijas, kurios integruoja nuotolinius darbuoto-
jus įtraukdamos į dabartinius įmonės įvykius. Dir-
bant nuotoliniu būdu reikia struktūriškai pritaikyti
įmonės organizaciją prie darbo sąlygų pokyčių.
Skaitmeninis perėjimas nuo tradiciškai automati-
zuotos gamybos prie autonominės Pramonės 4.0
turi būti pagrįstas veiksminga skaitmenine lyderys-
te. Vadovavimo užduotis yra suteikti darbuotojams
nurodymus šiame perversmo procese, lydėti juos ir
motyvuoti. Ankstesniame gamybos automatizavi-
mo etape XX a. viduryje pastangos buvo sutelktos
į darbo humanizavimą. Daugiausia dėmesio buvo
skiriama motyvaciniams darbo vietų didinimo,
darbo praturtinimo ir darbo rotacijos veiksniams,
siekiant neutralizuoti automatikos, ypač surinkimo
linijos gamybos, monotoniją. Gamybos procesai
tampa vis savarankiškesni, todėl eksploatuojamų
darbuotojų dalis mažėja. Kita vertus, didėja aukš-
tos kvalifikacijos specialistų poreikis tiriamojoje
strateginės įmonės plėtros srityje. Šių darbuotojų
reikalavimai pasikeitė. Jie yra mobilesni ir siekia
daugiau lankstumo. Sėkmingos skaitmeninės lyde-
rystės užduotis yra sudaryti lankstaus darbo sąlygas.
Siekiama, kad kasdienė darbo aplinka būtų lanksti
85
atsižvelgiant į darbo vietą, darbo laiką ir turinio atli-
kimo būdą – darbo lankstumą. Kuriant lankstesnes
darbo sąlygas, reikia pagerinti darbo ir asmeninio
gyvenimo pusiausvyrą ir derinimą, t. y. pusiausvy-
rą tarp darbo ir laisvalaikio. Pagrindiniai lankstaus
darbo bruožai yra darbas namuose (namų biure),
darbas bendradarbiaujančiose erdvėse arba darbas
kelyje, kai naudojamas tik nešiojamasis kompiute-
ris, ypač apsisprendžiant dėl lankstaus
​​ darbo laiko.
Šioms laisvėms reikalinga atitinkamai lanksti vado-
vavimo koncepcija.
Viso gyvenimo įsipareigojimas įmonei nebėra
patrauklus, nes įmonės taip pat keičia savo verslo
modelius vis trumpesniais ciklais, kad prisitaikytų
prie spartesnių socialinių ir technologinių poky-
čių. Vadybos tikslas yra išlaikyti ir didinti įmonės
vertę. Daugeliui „naujosios ekonomikos“ bendro-
vių nematerialusis turtas arba prestižas yra esminė
įmonės vertės dalis. Tai apima įmonėje reikalingas
ir turimas žinias, kurias yra įgiję darbuotojai. Rei-
kia stengtis išlaikyti ir toliau plėtoti šias patirtines
žinias. Dideli svyravimai gali tai neutralizuoti, kaip
ir laisvai samdomų darbuotojų praktinės patirties
nutekėjimas. Taigi žinių valdymas yra svarbus iššū-
kis vadovams.
Remiantis „Forsa“ apklausa, daryta 2020 m.,
nuo 30 iki 40 % darbuotojų ateityje dirbs kaip įmo-
nės darbuotojai arba kaip laisvai samdomi darbuo-
tojai ne įmonės erdvėje, o fiziniu atstumu nutolę
nuo įmonės. Jiems priskiriami įvairūs projektai su
skirtingomis užduotimis. Nepaisant to, projektą
turi koordinuoti ir palaikyti atsakingi komandos
vadovai iš įmonės būstinės. Šią užduotį sėkmingai
galima atlikti tik per dažnai vykstančius susitikimus
įmonės erdvėje. Tai turėtų lydėti reguliarūs infor-
macijos mainai visos įmonės socialiniame intrane-
te. Tai yra valdymo įrankis ir informacijos ryšiai
augančiuose organizacijos tinkluose. Profesionalus
organizacinės struktūros dizainas yra lemiamas
veiksnys patiriant Pramonės 4.0 koncepcijos sėkmę
ar nesėkmę vadovaujant nuotoliniu būdu.
Nuotolinio vadovavimo iššūkiai analizuojami
remiantis daugeliu šios srities lauko ataskaitų, patei-
kiamos išvados apie ateities spartaus organizacijos
tinklo lankstų darbą 4.0, palaikomame galingo in-
formacijos ir komunikacijos tinklo.