Thursday February 5, 2026
Work is altering quick – new instruments, new methods of teaming up, and new expectations. The abilities that acquired us right here gained’t all the time get us the place we’re going.
At Hostinger, we’re studying in actual time what it means to remain adaptable whereas nonetheless delivering outcomes. Development right here isn’t a straight line – it’s testing, adjusting, and studying from what works (and what doesn’t).
The way forward for work doesn’t belong to those who get every thing proper. It belongs to those that keep curious, ask questions, and preserve transferring ahead when issues are unsure.
Nice efficiency is not sufficient
Trendy organizations are studying to carry out and rework concurrently. In administration analysis, this twin functionality is known as organizational ambidexterity – delivering outcomes right this moment whereas getting ready for tomorrow. But, in observe, balancing these competing priorities stays difficult.
When progress accelerates, pushing the needle additional turns into tougher. The area to increase narrows, and every new transfer calls for sharper choices. Uncertainty typically emerges precisely at this inflection level – when it’s unclear whether or not to maintain the present course or discover a brand new one. The seek for that subsequent course can result in a slowdown, not as a result of ambition fades, however as a result of redefining what progress means takes time. That pause is the place actual progress begins – the second the bottom is ready for the subsequent leap.
At Hostinger, we took this leap in 2019. Assuming that performing and reworking couldn’t occur inside the identical workforce, we separated the 2. One a part of the group targeted on efficiency, persevering with to scale our internet hosting enterprise. The opposite began exploring transformation by establishing a brand new start-up — Zyro, which later become Hostinger Web site Builder, an AI-powered platform for creators and entrepreneurs to rapidly create, customise, and publish web sites with none coding expertise.
Zyro launched inside a 12 months – exceptional timing, contemplating , that this occurred earlier than AI emerged as a serious international development.
By late 2024, we confronted a unique problem. AI started reshaping the aggressive market at unprecedented pace, and we would have liked to behave rapidly. Between Christmas and New Yr’s, we made a aware determination to construct one thing new – Hostinger Horizons – an AI-powered, no-code platform for constructing and publishing web sites and internet apps.
Right here’s a message that grew to become the place to begin for Hostinger Horizons, shared by Giedrius Zakaitis, Head of Product, on December 23, 2024:
This time, as a substitute of making a brand new workforce, we mobilized present personnel. Inside two months, Hostinger Horizons went reside – and inside six, greater than 500,000 individuals had adopted the platform. This expertise revealed one thing new: contextual ambidexterity – transformation occurring inside present groups, with out huge structural adjustments. The identical individuals working every day operations additionally drove innovation.
This method grew to become the muse for the instruments that adopted in 2025 – Hostinger Attain and Hostinger Mail – AI-powered instruments that make communication and e-mail administration simpler, quicker, and extra targeted, every constructed even quicker than the earlier one.
Not way back, the concept of creating three new merchandise inside a single 12 months would have appeared unrealistic. What has modified isn’t that the work has grow to be simpler, however that we’re studying to answer change with higher agility and collaboration.
The human facet of change
As organizations evolve, change reshapes not solely how we work but in addition how we adapt, join, and transfer ahead by means of uncertainty collectively.
After we constructed Hostinger Horizons in two months, the vitality was unbelievable. The joy was actual, and it impressed individuals throughout the corporate. However for these deeply concerned, it wasn’t straightforward. Lengthy hours, quick choices, and fixed change made it intense at instances.
By way of surveys and one-on-one conversations, we noticed that folks expertise change otherwise. Some embrace it with enthusiasm; others method it with extra warning — each pure responses to unfamiliar conditions. Harvard Enterprise Faculty professor J.W. Rivkin’s analysis on “inner boundaries to behave” – notion, motivation, and coordination – explains what we witnessed firsthand. Not everybody feels the identical urgency or acknowledges alternative on the identical tempo, which is making guiding change each advanced and deeply human.
As HR professionals, our position is to acknowledge these assorted responses and assist groups navigate them – not by eliminating uncertainty, however by constructing resilience, optimism, and belief.
Rethinking potential and expertise
Change impacts not solely how we help our groups, but in addition what we search for when bringing new expertise on board. For a very long time, we’ve been hiring for “right this moment” – counting on structured competency frameworks and stuck definitions of “excessive potential.” But these frameworks solely work after we know precisely the place that potential will likely be utilized.
As we navigate an period of latest instruments, new methods of collaborating, and shifting expectations, it’s clear that we’ve to begin hiring for what’s subsequent. However how can we establish potential for the unknown?
Step-by-step, we’re studying to acknowledge and nurture dynamic potential – the power to be taught rapidly, adapt to vary, and experiment fearlessly. Probably the most invaluable individuals aren’t those that have already got solutions, however these curious sufficient to find them.
In response to “Expertise’s New Lexicon: Agility, Adaptability, and Ambidexterity” by Tania Lennon and Misiek Piskorski, the strongest predictors of long-term success right this moment are studying agility, creativity, and the braveness to experiment – even on the threat of failure. These qualities empower people to maneuver confidently from one problem to the subsequent, repeatedly increasing and strengthening their capabilities.
Recognizing studying agility
As we rethink potential, we’re additionally re-examining the foundations of our hiring choices. In a world the place roles evolve quicker than job descriptions can sustain, relying solely on expertise not tells us sufficient. Expertise exhibits the place somebody has been – however not how they responded, what they realized, or how they could develop in unfamiliar territory.
For this reason, when interviewing at Hostinger, we glance past expertise and focus extra on people who find themselves hungry to be taught: who see challenges as alternatives and replicate on what every expertise teaches them. Past technical expertise or previous achievements, we’re starting to discover psychological capital (PsyCap), or the HERO mannequin, which stands for hope, efficacy, resilience, and optimism.
These qualities, as mentioned in “Ambidextrous Management and Innovation” (Emerald Perception, Journal of Information Administration, Vol. 29, No. 5, 2025), spotlight how leaders who steadiness exploration with disciplined execution create environments that foster each stability and creativity. By studying to establish and nurture these ambidextrous management traits throughout hiring, we intention to construct groups that aren’t solely succesful however adaptable, modern, and resilient in dynamic environments.
Hope helps individuals think about higher outcomes. Efficacy provides them the braveness to behave. Resilience helps them get better after setbacks. And optimism retains them transferring ahead, even when issues don’t go as deliberate.
In the long run, whether or not we’re managing change, redefining potential, or hiring new expertise, all of it comes down to at least one precept: progress occurs when individuals have the braveness – and the area – to continue learning.
The way forward for HR
The way forward for work belongs to individuals who keep curious, continue learning, and adapt with intention. Constructing such organizations begins with hiring and creating individuals who embody that very same duality – regular but adaptable, expert but curious, grounded but courageous sufficient to experiment.
At Hostinger, we’re nonetheless studying what it takes to develop this manner. Our processes, instruments, and tradition proceed to evolve. But when there’s one lesson that stands out, it’s this: actual progress is never linear. It’s a rhythm of iteration – of performing, remodeling, and studying collectively.
At this time’s world of labor not rewards those that merely know; it rewards those that be taught. The long run belongs to ambidextrous thinkers—and to the groups that empower them.
Gabrielė is the Head of Folks at Hostinger. With deep expertise in individuals technique and management help, she helps construct a robust, values-driven tradition throughout the corporate. Gabrielė believes in genuine management and steady progress for each individuals and the enterprise.
Monika is the Employer Branding Supervisor at Hostinger, the place she enjoys uncovering the distinctive tales inside every worker. With a love for books and writing, she brings worker experiences to life, sharing them in a method that displays the corporate’s ideas and tradition.
