Why Some Companies Are Moving Back to the Office—And Why Others Never Will

The debate over remote work versus a return to the office has never been more heated. Since the pandemic ended, many companies that were forced to adopt remote work are now backtracking—sending out emails with subject lines like “Return to Office Policy Update” (translation: “See you back at your desk on Monday”).

But not everyone is on board. Some businesses are doubling down on remote work, committing to fully distributed teams and are thriving. So why the split? Why are some companies eager to bring everyone back, while others are saying, “We don’t care where you work, as long as you get things done”?

Let’s talk about it.

Is there an advantage to having everyone in the same space?

Yes, of course.

Spontaneous collaboration—what’s often called “water cooler conversations”—is a key argument for in-office work. These unplanned moments can lead to brainstorming sessions, quick problem-solving, and the exchange of ideas in ways that might not happen as easily in a fully remote setting. When you run into a colleague in the hallway, chat over lunch, or overhear a discussion that sparks a new solution, innovation happens organically.

There’s also a sense of immediacy that comes with physical presence. Need a quick decision? Walking over to someone’s desk can feel faster than waiting for a Slack response. In-person work can also be beneficial for junior employees or new hires who thrive on real-time mentorship and learning by osmosis— by observing experienced colleagues in action.

That said, these benefits aren’t exclusive to an office. The real takeaway isn’t that in-person work is superior—it’s that companies need to be intentional about creating opportunities for collaboration, no matter where people are. Virtual spaces, scheduled co-working days, or company retreats can help remote teams capture some of the magic of in-person interactions without requiring a daily commute. In the end, it’s not about physical location—it’s about designing a work culture that fosters connection, creativity, and efficiency.

Was Remote Work Ever Really the Problem?

Companies pushing for a return-to-office (RTO) are quick to claim remote work “just doesn’t work.” They list the same complaints over and over:

• “There’s no personal connection.”
• “New hires struggle with onboarding.”
• “Communication isn’t the same.”
• “People are less engaged.”

But is this really a remote work problem—or more of a leadership issue? Plenty of companies figured out how to handle all of this and are doing just fine.

If your company is struggling with remote work, it’s likely because they’re trying to manage remote teams the same way they used to manage office workers. The tools and strategies need to adapt to the new reality.

The Real Reasons Some Companies Want You Back in the Office

Let’s be honest. A lot of companies aren’t forcing people back because remote work isn’t working—they’re doing it because:

• They don’t know how to manage remote teams. Some leaders just don’t trust workers they can’t see.
• They spent a fortune on office leases. Empty offices don’t justify million-dollar expenses.
• They associate ‘work’ with ‘being at a desk.’ If someone isn’t physically present, some managers assume they’re not working.
• They just like things the old way. Change is hard, and many execs built their careers in traditional office environments.

But here’s the kicker: Forcing people back means they’ll likely leave. A survey by FTI Consulting found that 70% of U.S. workers in fully remote or hybrid roles are likely to seek alternative employment if required to return to the office full-time. link

The Biggest Myths About Remote Work (And Why They’re Wrong)

Myth 1: “If I can’t see you, I don’t know if you’re working.”

Trust Versus Micromanagement: This is a common myth that remote work creates trust issues because you can’t see someone working at their desk. But if you hire specialists, why hover over their shoulders? The real issue isn’t location—it’s the approach. When teams focus on results instead of micromanaging every minute, trust is built naturally.

Reality check: Sitting at a desk ≠ being productive. If your company measures success by hours logged instead of actual results, they’re already doing it wrong. Bureaucracy and outdated control measures make things worse, while a results-focused mindset fosters autonomy and engagement.

Myth 2: “Remote work is isolating.”

Not if you do it right. Many companies combat this by building strong virtual cultures—regular check-ins, casual chats, and even non-work channels for memes and life updates. Isolation on remote teams is a major concern when there’s a lack of organic relationship-building or unplanned conversations. The real problem? If leadership only engages workers when they need a status update, of course it feels lonely.

Many companies try to use the same tactics for remote teams as they do in the office, and it doesn’t always work. Effective remote leadership demands clear expectations, proactive communication, and a commitment to a connected culture. When leaders invest in these skills, they can overcome isolation.

Myth 3: “Communication is harder.”

Communication can be harder if your company relies on endless meetings and email chains rather than clear, structured collaboration. But the same issues exist in the office, too. How many times have you seen someone ignore emails, miss a meeting, or have no clue what’s going on despite being in the office?

Remote work isn’t the problem. Bad leadership is.

Using outdated methods to solve modern problems

Some companies are pushing for a return to the office, mainly to maintain control or even to justify investments in physical space. But forcing people back into the office doesn’t solve the real issues. The push to bring workers back isn’t always about productivity—it’s about wanting to enforce old, hierarchical models.

When in reality the solution is quite simple: “Hire Adults, Treat Them Like Adults.” Give people trust, flexibility, and responsibility – then expect them to act like professionals. No micromanagement, no unnecessary rules, just mutual respect. When you let adults be adults, they take ownership of their work and deliver real results.

Not Every Job Can Be Remote—But Many Can

Not every job can be done remotely. If you’re in healthcare, manufacturing, or customer-facing roles, yes—you probably need to be there in person. Some workers prefer the structure and spontaneous collaboration of an office, while others thrive on the flexibility of working from home. Customer-facing roles require in-person engagement, while creative and technical positions often excel remotely. Ultimately, the decision should be based on the needs of the team and individual preferences, as discussed in our article on cultural fit vs. technical expertise. Finding the right balance is key.

But if your job is 90% sitting at a computer, the argument for why you have to be in a specific building is getting weaker every day.

The truth? It’s not about remote versus in-office. It’s about flexibility. Companies that let workers choose where they work are winning in talent retention and productivity.

A strict hierarchical model rarely works in a remote setting. Success lies in embracing flexibility and empowering workers. Remote work requires managers to shift focus from supervising hours to ensuring deliverables are met. Companies that adapt to this model—by providing autonomy and trusting their teams—see higher engagement, reduced turnover, and better productivity. The shift isn’t about choosing between remote or in-office; it’s about evolving leadership to meet the demands of modern work.

The Future of Work: Adapt or Lose Talent

The push for a return to the office isn’t really about improving work—it’s about companies trying to regain control. But the workforce is different now. People have tasted the flexibility of remote work and aren’t willing to give it up without a fight.

Companies forcing workers back will lose talent to businesses that understand what truly matters—results, not where you sit while you work.

Looking Ahead: The Future Is Distributed

Ultimately, the future of work points toward distributed teams. Remote work isn’t just a temporary fix—it’s a sustainable model driven by cost-effectiveness, access to global talent, and increased productivity. 

While some companies will continue to cling to outdated office-centric models, many are realizing that fostering a flexible, burnout-free environment is the key to long-term success. It’s about cutting the corporate jargon and focusing on what matters—people getting the job done, wherever they are.