The new shape of work: Remote vs. office

The Covid-19 pandemic acted like a blowtorch to traditional office work, scattering employees to remote locations and sparking debates about the future of work. Now, more than three years on, the discussion around whether to return to the office or continue remote work is heating up

CREDIT: This is an edited version of an article that originally appeared on Management Today

In April 23, JPMorgan Chase CEO Jamie Dimon and Amazon’s Andy Jassy made headlines with their hardline stances on returning to the office. Dimon warned that employees unwilling to return could find work elsewhere, while Jassy suggested that remote work might not be sustainable for their employees. These positions reflect a broader debate, often characterised by stark divisions.

Generational and geographic differences

Randall Peterson, professor of organisational behaviour at London Business School, observes that the pandemic forced rapid change, but as normalcy returns, traditional views are reasserting themselves. He references classic theories of work motivation: Theory X managers believe people are lazy and need supervision, while Theory Y managers trust people to be self-motivated and productive. This dichotomy influences whether managers prefer employees in the office.

Sir Martin Sorrell, founder of S4 Capital, adds that geographic variations also play a role. In Asia, office presence is common, while in North America, hybrid work is more accepted. Sorrell notes that local office leaders often decide what’s best for their regions.

Productivity: Alone or together?

One major point of contention is productivity. The Centre for Cities recently warned that hybrid working might hurt London’s economy. CEO Andrew Carter argues that productivity isn’t just about efficiency but also creativity, which thrives on in-person interactions. Conversely, professor Chris Rowley of Oxford and Bayes Business School highlights the “strength of weak ties,” suggesting that diverse, less frequent interactions can spark innovative ideas.

James Hacking, founder of Socially Powerful, supports this view, saying that his team performs better and more creatively when collaborating in person.

Building company culture

Another critical aspect is maintaining company culture. A Hyve Group survey found that remote work made nearly 30% of employees feel less connected to colleagues. CEO Mark Shashoua notes that post-pandemic, companies use events not just for external engagement but also to bring teams together.

Randall Peterson concurs, noting that many employers, including his own, require employees to be in the office at least one day a week to foster cultural exchange.

The role of technology

Elon Musk criticised remote workers for expecting those in manufacturing to be on-site while they stayed home. However, advancements in remote management technologies are making remote work feasible even in traditionally on-site roles. Sorrell believes that Covid accelerated these trends, and digital tools like the metaverse highlight new opportunities for remote collaboration.

Rowley adds that ignoring the technological groundwork laid during the pandemic would be a mistake, especially with the rise of AI, which Sorrell predicts will impact job structures significantly.

What’s next?

Will we see more companies mandating a return to the office? Andrew Carter suggests a “comfort of the crowd” effect, where as more firms require office work, others will follow. However, Randall Peterson believes the shift towards remote work is irreversible. Many workers now view working from home as a right, and returning to the office as an exception.

Ultimately, the future of work remains uncertain, but one thing is clear: the debate between remote and office work will continue to shape how organisations operate in the post-pandemic world.