1. The shift from remote work optimism to return-to-office (RTO) policies
Let’s be honest, remote work sounded like the future. It worked surprisingly well in the beginning. The tools were there, the productivity seemed solid, and some even declared the traditional office dead. But here’s the reality: while remote work unlocked new possibilities, it didn’t solve everything. Productivity took a hit in some companies. Collaboration became clunky. And let’s not ignore the simple human factor, people function better when they feel connected, and that’s harder to do in a fully remote setup.
Now, we’re seeing a shift. Large tech firms, the very ones that championed remote work, are reversing course with return-to-office mandates. Why? Two reasons: data and control. Some companies measured a drop in execution speed, brainstorming effectiveness, and the kind of spontaneous innovation that happens when people are physically in the same space. Others simply felt like they were losing touch with their teams.
That said, not every company needs to go back to the office full-time. Some of the biggest winners of the remote revolution, fast-growing startups, global teams, highly specialized talent pools, are proving that hybrid work, done right, isn’t just possible but superior. The key is execution. Companies that nail hybrid work gain access to top-tier talent, reduce office costs, and even boost performance. But those who do it poorly end up stuck in a limbo where no one is fully engaged.
“The question isn’t whether remote work “works.” It’s whether your company has the right structure, leadership, and talent to make it work at scale.”
Hybrid work is the preferred model but not a universal solution
People like flexibility, it’s human nature. But here’s the challenge: just because hybrid work is preferred doesn’t mean it’s the right fit for every business. The model has to match the mission.
According to Slack’s latest survey, 72% of workers prefer hybrid work, with only 12% favoring full-time office work and 13% wanting to be fully remote. That’s a strong signal, but it doesn’t tell the full story. Hybrid work succeeds when it aligns with the job function and the team’s workflow. Some industries thrive on in-person collaboration, think aerospace engineering, hands-on manufacturing, or fast-paced financial trading. Others, like software development or marketing, can operate with distributed teams.
The risk comes when companies implement hybrid work as a checkbox solution rather than a strategic decision. Bad hybrid work is worse than bad remote work, it creates confusion, weakens team culture, and slows decision-making. Executives need to be intentional. Which roles require office time? How do we maintain fairness between remote and in-office workers? What tools make sure collaboration stays fluid? These are the real questions that determine success.
Hybrid work isn’t splitting time between home and the office, it’s structuring work in a way that maximizes performance and employee satisfaction. Get that balance right, and your team wins. Miss it, and you create a fragmented workforce that’s frustrated, disengaged, and looking for their next opportunity.
Competency-driven success in remote and hybrid teams
You can’t just take an in-office team, move them online, and expect the same results. Hybrid and remote work demand different skills, and the companies that understand this are the ones that scale successfully.
According to Cangrade’s research, thriving in a remote or hybrid environment requires five key competencies:
- Planning & time management: In an office, schedules are often structured for you. In a remote setting, it’s up to the individual to plan effectively. People who lack discipline struggle here.
- Initiative & self-direction: Without a manager physically nearby, employees need to make decisions independently. The best remote workers are problem-solvers, not just task-followers.
- Follow-through & accountability: It’s not enough to set a plan; execution is what matters. Without daily oversight, employees must be reliable and results-driven.
- Managing relationships & communication: A random hallway conversation can solve problems in an office. Remote work doesn’t allow for that, which means employees have to actively build connections and communicate effectively.
- Innovation & business acumen: The best remote workers bring new ideas to the table. These are the employees who work remotely and think globally.
“The biggest misconception about remote work is that it’s a perk. It’s not. It’s a skillset. And like any skill, those who develop it outperform everyone else.”
The dangers of micromanagement and employee surveillance
If you don’t trust your employees, why hire them in the first place?
One of the biggest mistakes companies make in remote and hybrid work is trying to replace trust with surveillance. Some managers, uncomfortable with the loss of direct oversight, turn to software that tracks keystrokes, monitors screen time, and logs every break. They think this will improve productivity. In reality, it does the opposite.
When employees feel watched, they don’t work harder, they work differently. Instead of focusing on impact, they focus on looking busy. You end up with people moving their mouse around just to keep the system happy, opening emails at random to appear active, and generally doing everything except meaningful work. This is what’s known as performative productivity and it’s a disaster.
The best employees won’t tolerate this. They know their value, and they’ll leave for companies that treat them like adults. That’s why excessive monitoring leads to a talent drain, high performers exit, and what’s left are disengaged employees gaming the system. It’s a downward spiral.
A better approach? Measure output, not activity. The best companies judge employees on what they deliver, not how many hours their keyboard is active. If someone is consistently hitting their goals, does it really matter when they take a lunch break or how often they check Slack? Treat employees like responsible professionals, and they’ll respond in kind. Micromanage them with surveillance, and you’ll end up managing an army of quiet quitters.
Long-term viability of flexible work models
Let’s be clear, remote and hybrid work aren’t going away. Companies that fight this reality will lose.
Sure, some businesses are pushing return-to-office mandates. Some will stick. Many won’t. The reason is simple: employees have more options now. The smartest, most in-demand workers can and will choose flexibility. If a company forces them into an office without a good reason, they’ll move to one that doesn’t.
For businesses, the real question isn’t whether hybrid and remote work will survive, it’s how to make them work better. The companies that thrive in this new reality will focus on building strong remote cultures, investing in remote-first leadership and hiring for adaptability.
Let’s not pretend flexibility is just a perk. It’s a competitive advantage, both for companies and employees. Businesses that embrace it will attract and retain the best talent. Those that resist will struggle with turnover and mediocrity.
“The future isn’t about where we work. It’s about how we work. Get that right, and everything else follows.”
Key takeaways for executives
- Hybrid work is not a plug-and-play solution: Flexibility alone won’t drive success. Companies must align hybrid models with business goals, team workflows, and employee competencies to maximize performance.
- Competencies, not policies, determine hybrid success: Thriving in remote or hybrid environments requires self-management, accountability, and strong communication. Leaders should prioritize hiring and developing talent with these skills.
- Micromanagement destroys productivity and retention: Employee surveillance erodes trust and leads to disengagement. Instead of tracking activity, measure output and empower employees to take ownership of their work.
- Hybrid work is here to stay, but execution is key: Companies that embrace structured hybrid models, invest in remote leadership, and foster strong work cultures will retain top talent. Those that resist change will face higher turnover and lower engagement.
