• News

Hybrid working models are the new normal. They are considered modern, agile and seemingly inclusive. But behind the façade of flexibility and freedom lurks a critical question: does hybrid working unintentionally promote new forms of inequality? While many companies are happy about increased productivity, important aspects such as equal opportunities, visibility and fairness could be jeopardized.

Flexibility as a promise – but for whom?

Hybrid working has rapidly established itself since the pandemic. Employees can decide for themselves whether they want to work from the office, from home or on the move, which is a real benefit for many. Numerous studies prove this: Flexibility not only increases productivity, but also employee satisfaction and emotional loyalty to the company.

However, not everyone is benefiting from this change to the same extent. In many organizations, there is a new, often unnoticed power imbalance between physical presence in the office and team members working remotely. Those who are regularly on site are more likely to be seen, heard more often and remain more visible to managers. Many people who mainly work remotely lack this visibility when working from home. This has concrete consequences for their ability to exert influence, their sense of belonging and, not least, their career opportunities.

This makes it clear that hybrid work is only progress for everyone if companies take targeted countermeasures and see the disadvantages of remote work not as collateral damage, but as a challenge that can be shaped.

Invisible in the Zoom call – visible in the office

Who gets seen, gets promoted? The new face of inequality

The path to promotion is often not just about performance, but about visibility. Presence in the office means access to:

• Spontaneous discussions with the management level

• Quick decisions and informal coordination

• Social capital: networks, trust, influence

Employees working from home, on the other hand, are physically absent and run the risk of being mentally blanked out. Even in video calls, it is more difficult to get involved or pick up on nuances.

As a result, those who mainly work remotely often find it harder to be heard and therefore harder to move up the career ladder.

Isolation instead of integration

• 23% feel isolated when working from home.

• Half say: Fewer friendships in the company.

• 51% of managers feel alienated from their team.

• According to 31% of respondents, team communication is suffering.

Source: Bath, J., Brauchle, S. Effectiveness of mandatory office quotas in hybrid working models.Z. Arb. Wiss. 79, 234-249 (2025). https://doi.org/10.1007/s41449-025-00459-4

The silent split in the company

In hybrid meetings, 37% feel excluded.

• Asynchronous communication is on the rise – but also brings risks.

• Around 40% do not feel well informed when working from home.

Source: Bath, J., Brauchle, S. Effectiveness of mandatory office quotas in hybrid working models.Z. Arb. Wiss. 79, 234-249 (2025). https://doi.org/10.1007/s41449-025-00459-4

The path to more fairness in hybrid structures

Hybrid work must be shaped

The good news first: hybrid working can be absolutely fair, productive and sustainable if companies don’t leave it to chance, but manage it strategically and consciously. For hybrid models to work in the long term, it takes more than home office arrangements and video calls. What is really needed is a systematic approach that takes both technical and cultural dimensions into account.

✅ Rethinking leadership: hybrid teams need new leadership skills

One of the biggest challenges in hybrid working models is managing virtual teams. Traditional management styles often fall short here. Leadership in hybrid teams means promoting employees equally, actively involving them and supporting them individually, regardless of where they work. Trusting leadership at a distance, regular feedback and empathetic communication are crucial for success.

✅ Enable targeted visibility in the home office

A key problem in many companies is the lack of visibility in the home office. Those who work remotely often have less access to informal discussions and spontaneous decision-making processes, which can hinder careers in the long term. Transparent feedback cycles, traceable performance measurement and digital project tools are essential to avoid these remote work disadvantages. This actively promotes equal opportunities in the home office.

✅ Actively shaping digital corporate culture

Hybrid working models are not only changing the workplace, but also the way we work together. Traditional forms of team culture do not automatically work digitally. New, creative formats are therefore needed to promote digital corporate culture and team cohesion, such as virtual coffee breaks, joint retrospectives or collaborative whiteboards. These formats not only strengthen collaboration, but also create emotional closeness despite physical distance.

✅ HR digitization as the basis for fair structures

HR digitalization in the context of hybrid work is the key to standardizing processes, systematically supporting employees and making decisions transparent. From digital onboarding and automated absence planning to smart resource management: the right tools enable all team members to be treated equally, whether in the office or working from home.

✅ Standardized processes for more fairness and transparency

To prevent inequality through hybrid work, companies need to review their structures. Meetings, information flows and decision-making channels must not only benefit employees who are physically present. Uniform standards and digital documentation ensure that no knowledge is lost and no one is left out.

Free white paper for HR professionals: How to introduce hybrid work fairly

Do you want to ensure that hybrid working in your company creates opportunities, not inequality?

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Specially developed for HR managers, our guide provides practical examples:

• How to plan hybrid work strategically and organize it fairly

• How to guide employees through change and uncertainty

• What role communication, leadership and corporate culture play

• How modern tools such as vysoft’s resource management can effectively support your HR processes

This white paper is a must-read for all HR managers who want to actively shape the future of work

Conclusion: Hybrid working needs more than WLAN and Zoom

Hybrid work is far more than just a workplace trend, it is a genuine cultural change. However, this change brings with it challenges that companies need to actively address. Without a clear strategy, structural disadvantages quickly arise, especially for employees working remotely.

Remote work disadvantages such as a lack of visibility, a lack of informal exchange or more difficult access to decision-making processes are real and should not be underestimated. Visibility in the home office remains one of the key issues when it comes to fair performance appraisals and career opportunities. Those who are not present are often unconsciously less noticed, which is a critical insight for any modern management and corporate culture.

It is therefore essential to specifically promote equal opportunities when working from home. This starts with clear communication, transparent decision-making processes and digitally supported HR processes. This is precisely where hybrid working models come into play in the HR context: they must be designed in such a way that all employees have the same development opportunities and chances to participate, regardless of whether they are working on site or remotely.

Companies that want to successfully establish hybrid working cannot avoid HR digitalization for hybrid working. Tools such as vysoft’s resource management, structured onboarding processes and virtual feedback systems help to manage hybrid teams efficiently and integrate them fairly. Leadership in hybrid teams requires new skills: Empathy, digital communication skills and the ability to create closeness despite distance.

If hybrid working is implemented correctly, it can be a real lever for greater flexibility, productivity and employee satisfaction. However, if it is left to chance, there is a long-term risk of inequality through hybrid work, demotivation and a silent division of the workforce. Now is the time to set the right course for a fair, digital and sustainable world of work.

• News

Between efficiency, safety and acceptance

In times of digital transformation, the document management system (DMS) is no longer just a tool for digital filing, but a strategic platform that shapes processes, compliance and collaboration throughout the company.

However, IT managers in particular face special challenges when selecting, introducing and sustainably using a DMS. The following article highlights the most important pain points, strategic stumbling blocks and solutions for IT managers in medium-sized and large companies.

1. combine technical and professional requirements

The digital transformation is forcing companies to automate their information flows and make them transparent. Document management software is becoming the control center of the document lifecycle – from receipt and processing to audit-proof archiving.

For IT managers, this means

• They must combine technical requirements with professional expectations.
• You are responsible for compliance, data protection and availability.
• They must ensure that the DMS software remains scalable and capable of integration not only today, but also in five years’ time.

2. technical complexity – integration into existing IT landscapes

The challenge: Hardly any DMS system works as a standalone solution. Modern companies use ERP, CRM and industry-specific systems that need to be connected in order to avoid media disruptions and exploit automation potential.

• The problem of integration depth: Different interface standards, heterogeneous software versions and historically evolved structures often lead to compatibility problems.
• ERP integration, for example: invoice workflows or ordering processes require a deep connection to SAP, Microsoft Dynamics or industry-specific ERP systems. Without native interfaces, complex, high-maintenance workarounds arise.

Solution approach: When selecting a DMS solution, API openness should be a key criterion. A modern DMS must have RESTful APIs, webhooks or middleware connections in order to keep pace with the speed of future process changes.

3. compliance and data protection – security as a must-have

The challenge: The General Data Protection Regulation (GDPR), GoBD-compliant archiving and industry-specific retention periods make a DMS not only an efficiency solution, but also a compliance tool.

• Data classification problem: Many companies have not implemented a clear document classification . Which documents are subject to which deletion periods? Which information is particularly worthy of protection?
• Problematic access concepts: Role-based access control is mandatory, but is often implemented too generically. Sensitive areas such as personnel files or contract data require granular authorizations.

Solution approach: A professional authorization concept should be developed together with data protection officers and the specialist departments prior to implementation. In addition, a document management system should include data loss prevention (DLP) and encryption mechanisms in order to fully meet security and compliance requirements.

4. user adoption – the human factor as the biggest hurdle

The challenge: Even the best technological DMS software will fail if it is not used by the specialist departments. The reasons for this are:

• Insufficient training
• Complex interfaces without intuitive user guidance
• Lack of user involvement in selection and test phases

Solution approach:

IT managers should ensure that:

• Key users should be involved at an early stage and real scenarios mapped in pilot projects.
• the DMS offers a modern UX/UI that is based on common Office interfaces.
• regular training, update training and change communication to ensure long-term acceptance.

Free white paper “DMS guide for IT departments and decision-makers”

The digitization of document processes is no longer a trend, but essential to keep pace with the competition, meet regulatory requirements and make the best use of your IT resources. Nevertheless, many companies fail to adopt a structured approach when selecting and introducing a document management system (DMS).

Our new guide is aimed specifically at IT departments and IT decision-makers who are faced with the challenge of replacing existing analogue or partially digitized processes with a modern, efficient DMS. It offers you specific recommendations for action, checklists and practical tips to help you successfully manage your project.

5. scalability and future viability

Challenge: Many companies implement document management system software that covers their current needs but reaches its limits as they grow. Typical problems:

• Limited multi-client capability for company groups
• Restrictive license models that make the introduction of new locations more expensive
• Lack of cloud readiness or hybrid operating models

Solution approach:

A future-proof DMS should:

• offer multi-client capability and multi-location support natively.
• Provide flexible license models (user-, process-, volume-based) for different growth strategies.
• Offer a cloud, on-premises and hybrid operating option to be able to react agilely depending on security requirements.

6 Workflow automation – the underestimated dimension

The challenge: A document management system without a workflow engine remains a digital filing cabinet. The real added value lies in the automation of repetitive processes. But this is precisely where many implementations fail, because:

• Processes are not documented and standardized
• The focus is too much on archiving instead of process digitization
• Workflow designers are too complex or restrictive

Solution approach:

• Before implementation, the top 10 document processes should be prioritized with clear objectives (e.g. invoice receipt, contract management, vacation requests).
• The DMS software must offer a low-code workflow designer so that processes can be adapted by specialist departments without in-depth programming knowledge.
• A cross-departmental IT process management team makes sense in order to ensure continuous process optimization.

7. migration of existing archives – the often underestimated cost factor

The challenge: Switching from legacy archives to a modern DMS system is often seen as a purely technical project. But it is:

• Different data formats, missing index information or proprietary archive formats make migrations difficult.
• Effort and costs are often underestimated in tenders.
• Downtimes or incomplete migrations can harbor compliance risks.

Solution approach:

• An experienced document management system provider should be involved.
• Complete data analyses must be carried out in advance in order to realistically assess the scope and complexity of the legacy archives.
• The topic of migration must be considered as a separate workstream in the overall DMS project planning.

8. budget planning and business case

The challenge: A DMS project is not just an IT project, but a business enablement project. However, budgets are often not planned in full because:

• Hidden costs such as migration, change management, customizing or training are not taken into account.
• The return on investment is only calculated on the basis of license costs, not on the basis of process optimization potential.

Solution approach:

IT managers should draw up the business case holistically with the specialist departments and quantify the following factors:

• Time saving per process
• Reduced printing and storage costs
• Compliance and security benefits (avoidance of potential fines)
• Employee satisfaction and efficiency gains through automation

Conclusion: DMS as a key strategic project for IT managers

The introduction of a document management system is far more than just an IT project. It is a company-wide change project that combines organizational, technical and human challenges. The following applies to IT managers:

• Early involvement of all stakeholders
• Focus on integration, automation and scalability
• Strategic planning with clearly defined use cases and KPIs
• Professional change and training management

Only in this way can a digital document management system become not just a filing platform, but a real enabler of digital transformation. Document management system providers offer flexible solutions that can be individually tailored to corporate structures.

• News

What happened? – Targeting authorities and companies

Security researchers are sounding the alarm: a newly discovered vulnerability in Microsoft SharePoint servers is currently the target of active cyber attacks (as of 21.07.2025). SharePoint is used worldwide as a platform for file and data exchange in organizations, authorities and educational institutions. According to initial reports, numerous companies and authorities have already been the target of such attacks. The FBI is also investigating in this context.

Attackers use “spoofing” techniques

The recently identified vulnerability affects SharePoint servers that are hosted independently by companies. According to cyber experts, criminals have already been able to penetrate the IT infrastructures of numerous organizations – affecting both private companies and public sector institutions, as the Washington Post wrote.

Microsoft has now confirmed the problem, pointed it out in a blog post and made updates available. The company urgently advises its customers to install these security updates promptly. If this is not possible, servers should be disconnected from the internet as a precaution until a patch can be installed.

This type of vulnerability enables attacks through so-called “spoofing” . This involves hackers posing as legitimate users or internal systems and disguising their true identity in order to gain access to sensitive data.

Danger for passwords, data and digital keys

Only SharePoint servers hosted by companies themselves are affected. SharePoint Online within Microsoft 365 is not affected, according to Microsoft. The technology company is working closely with US authorities such as the Department of Defense Cyber Command to respond to the incidents.

Particularly explosive: according to current expert assessments, the attackers are not only able to steal passwords and data, but also to compromise digital keys. These enable them to gain access to the systems again unnoticed even after the security gap has been closed.

The vulnerability discovered is considered “significant” by security experts. They warn of widespread attacks on “thousands” of servers and advise administrators to isolate their systems or take them offline until a patch has been installed.

Backgrounds of the perpetrators remain unclear

It is not yet known who is behind the current attacks. According to the Washington Post, the servers of two federal agencies in the USA have already been successfully compromised. The institutions involved have not yet been made public.

Act now and prevent data loss

The current incidents illustrate how important it is to store sensitive files and communication content in a permanently protected manner. In addition to technical protective measures such as security updates and the professional administration of SharePoint servers, the use of a dedicated document management system (DMS) is also recommended.

With our DMS windream companies and authorities can archive all company-relevant files, but also chats from Microsoft Teams in an audit-proof manner and protect them from unauthorized access. Especially in the event of a cyberattack, this ensures that important communication and business data is stored in a traceable, structured and legally compliant manner. At the same time, central archiving supports the rapid recovery of information after an incident and strengthens the digital resilience of your organization.

Your advantages with windream for Microsoft Teams:

• Data protection compliance according to EU GDPR – also for private chats to protect the privacy of your employees

• Audit-proof archiving for maximum protection and legally compliant filing.

• Independence from the Microsoft cloud, as all Teams data is stored autonomously in the windream system.

• Access to all documents and chats from Teams channels for authorized persons – directly in Microsoft Teams or in the windream DMS.

• Flexible expandability, e.g. to include digital file management within teams.

• News

The “Fragmentopolis” problem in accouting

Anyone who works in accounting knows the picture all too well: invoices reach the company via a wide variety of channels. Sometimes they are approved by email, sometimes by chat, and in the end another Excel file with the name “final_neu_mehrfinal.xlsx” is circulated. What sounds humorous is a harsh reality in many finance departments. Everyday work in this “fragmentopolis” is characterized by manual processes, redundant data and a high level of control effort. There is hardly any time for analysis and strategic management.

A recent study by KPMG shows that controllers spend an average of around 30 percent of their working time searching for data, asking questions or clarifying discrepancies. This is valuable time that is actually needed for planning, forecasting and designing business strategies. This is precisely where the core of the problem lies: processes in digital accounting and controlling are still fragmented in many companies and heavily characterized by manual work.

Fragmented processes slow down digital accounting

The result of these isolated solutions is not only frustration among employees, but also a massive competitive disadvantage. Without a reliable and centralized database, the necessary transparency for well-founded decisions is lacking. Payment deadlines are overlooked, cash discounts are not used and budgets are lost sight of. Instead of active control, those responsible are often left with reactive damage limitation.

So the question is: how can we make the leap from fragmentopolis to a structured, networked and sustainable financial organization?

Free white paper: “Data City for Finance & Controlling”

This is precisely where the white paper “Data City for Finance & Controlling” comes in. It shows step by step how companies can modernize their processes and establish end-to-end digital accounting. With concrete application examples, checklists and practical recommendations for action, it provides a real roadmap for the path to the data city.

Automation in accounting: more efficiency and fewer errors

An automated invoice receipt is just the beginning. Digitally mapped process chains and clearly defined approval logics speed up the entire workflow. Invoices automatically end up in the correct verification folder, cash discounts can be used reliably and those responsible always have an overview of open items and the liquidity situation.

The benefits are measurable: according to a study by Deloitte, companies can reduce their processing costs per invoice by up to 70 percent by using digital accounting systems. At the same time, the error rate is significantly reduced as manual entries are minimized.

For controlling, this means less searching for data and more time for analysis and management. This added value is particularly impressive when you look at the day-to-day work of individual roles.

In the white paper “Data City for Finance & Controlling”, the fictitious controller Jana accompanies her transformation: where gut feeling and manual comparison of data used to be necessary, dashboards and reports now provide her with a solid basis for well-founded decisions.

Process optimization in controlling: From reaction to proactive control

Digitalization is no longer a dream of the future, but a reality. Increasing regulatory requirements, volatile markets and ever shorter reporting cycles make it impossible to continue working with old methods. While the focus used to be on monthly financial statements, managers now expect real-time data – reliably and transparently.

Process optimization in controlling meets precisely these requirements. Automated workflows, central data storage and transparent dashboards make it possible to identify developments at an early stage and take active countermeasures. The role of controllers is therefore changing: Data collectors are becoming business partners who actively generate strategic added value.

Another aspect: a uniform database makes it easier to meet compliance requirements. Audit trails, inspection logs and automated documentation ensure that evidence is available at all times – an advantage that should not be underestimated in times of stricter regulations.

Practical thinking: what really changes in everyday life

The introduction of digital, automated invoice processing has immediate effects:

• The error rate in accounting is reduced because duplicate entries or transmission errors are eliminated. Employees gain time that they can use for qualitative checks.
• In controlling, the central database ensures that reports can be created faster and more precisely. Forecasts are based on up-to-date data instead of outdated Excel sheets.
• The quality of management decisions is improved because key figures are not only aggregated, but are also comprehensible in detail.

The crucial point: the transformation not only affects efficiency, but also employee satisfaction. Fewer routine tasks, more substantive work and better positioning as a strategic partner.

Outlook for the future: Digital accounting as the basis for AI and analytics

The path to the Data City does not end with digitized workflows. In the long term, it opens the door to even more extensive possibilities. Topics such as artificial intelligence and automated scenarios are becoming increasingly important.

Those who digitize and automate their accounting today and set up a central database create the basis for benefiting from these innovations tomorrow. According to Gartner estimates, over 60% of finance departments will use AI-supported analyses in their day-to-day business by 2026. Those who take this path early on will therefore have a clear competitive advantage.

Conclusion: The path from Fragmentopolis to the Data City

The finance departments of the future will no longer be administrators, but creators. The prerequisite for this is to consistently address the daily pain points: away from manual processes and towards end-to-end automation and transparent data usage.

The first step is to take an honest look at your own organization: Are we still in Fragmentopolis – or are we already on our way to the Data City?