The “Work-From-Where?” Conundrum

The ongoing debate over remote work versus in-office has grown louder recently, with major corporations mandating a full-time return to office. Amazon, for example, is mandating a full-time return to the office starting in January, citing the benefits of in-person collaboration. Conversely, many employees and organizations advocate for the benefits of remote work, which offers access to a broader talent pool for employers, and flexibility, autonomy, and improved work-life balance for team members.

Both models have pros and cons. So, what is the “right” approach? And given a turnaround situation, should a full-time work-from-office be mandated? The answer is: it depends.

The success of any work model—remote, hybrid, or in-office—largely depends on one critical, defining factor: your organization’s culture. An organization’s culture is its DNA. It shapes how teams work, communicate, and innovate. Some cultures thrive on the energy of in-person brainstorming sessions, and the spontaneous “water cooler” chats. Others excel in an environment where flexibility reigns, and employees are trusted to deliver from wherever they’re most productive. In geographically dispersed organizations, you’ll often find micro-cultures that have their own idiosyncrasies: the team in Europe is different than the team in Latin America, and both are different than the team in Asia. Some teams prefer working from the office, while others enjoy a hybrid model.

In a turnaround, culture becomes even more critical (though, I’d argue that culture is always critical, not just during a turnaround.) You’re not only trying to implement a work model; you’re trying to rebuild trust, create alignment, and drive collaboration and momentum. And remember, the organization you’re working to fix already has an established culture—the slate isn’t blank. In weighing the pros and cons of each model, you should consider how each approach will affect the culture (and in-turn — the bigger goals you’ve set.)

At my company we opted for a hybrid model: three days in the office, two at home (we didn’t allow a work-from-anywhere model). And we were open to exceptions in different geographies. This worked well for both the business and the teams as we were able to align needs and requirements across our global operation. This included calling a full-time work-from-office when needed. (By the way, some teams chose themselves to work full-time in the office!)

So what’s right for your organization? The question isn’t only about productivity—it’s about how the work model will influence, shape and evolve the organization’s culture. And, most importantly, whether that changed culture enables your goals and long-term plans. Ultimately, a successful turnaround depends on finding a model that creates a culture to help you deliver on your mission.

Engage your team, listen to their needs, and tailor your approach accordingly. The right work model isn’t about following trends or making sweeping mandates—it’s about aligning your strategy with your people and enabling their success (which is ultimately yours).