The discussion about hybrid work might be raging on, but the numbers tell a clear story: hybrid working is now the dominant model. CCS Insight’s 2024 survey of 601 employees found that 63% are in hybrid roles and just 33% work full-time in the office, a stark reversal from traditional workplace norms. It’s no longer a question of if hybrid work will persist — it’s about how companies will make it work.
This isn’t just a passing trend; it’s a fundamental shift in how and where work gets done. Advancements in digital collaboration tools, changing workforce expectations and the success of remote working models during the pandemic have solidified flexibility as a cornerstone of modern work. Organizations must rethink traditional work structures and embrace strategies that balance operational needs with employee well-being.
Finding the Right Balance
For me, hybrid work isn’t just an abstract concept — it’s my reality. I spend most of my time working from home, and I genuinely appreciate the flexibility it provides. It allows me to reclaim valuable hours that would otherwise be lost to commuting and gives me the autonomy to structure my day to maximize my productivity and well-being.
But that doesn’t mean I don’t value the office. I love meeting with my colleagues, bouncing ideas around in person and feeling the energy of a collaborative environment. Yet, I also recognize that certain tasks, like writing and deep-focus work, are much harder to accomplish in a busy workspace. My experience isn’t unique — our research confirms that hybrid work empowers employees to work more efficiently and effectively.
Our survey shows that hybrid workers don’t just enjoy the flexibility — they’re harnessing their working patterns to work smarter. More than half of respondents who work in a hybrid model manage their meeting time more efficiently, spending just one to three hours a day in meetings. Conversely, many office-based employees told us they’re stuck in longer, less productive sessions. And it’s not just about time, it’s about impact. Three-quarters of employees say workplace technology enables them to work effectively, regardless of location, proving that the right digital tools make where you work less important than how you work.
At the same time, employees are actively investing in hybrid work, not just advocating for it. Despite increasing pressure to return to the office, the number of employees with dedicated home workspaces has surged from 49% in 2023 to 67% in 2024. This signals a clear shift in workplace preferences and reinforces that hybrid work isn’t a fad — it’s the future of work. The challenge isn’t choosing between home and office, but rather enabling employees to move seamlessly between them based on their needs.
Addressing the Misconceptions
One of the most persistent myths about hybrid work is that it leads to lower productivity. Our survey data tells a different story. Hybrid and remote workers consistently report feeling well-supported by their companies, with access to the tools and technology they need to succeed. A notable 79% of hybrid and remote workers we surveyed feel their company is well-equipped for hybrid work, highlighting strong support. This is critical in keeping employees engaged and productive, wherever they work.
When it comes to technology, hybrid and remote workers benefit from strong IT infrastructure, applications and devices provided by their employers. A whopping 77% of hybrid and remote workers we surveyed told us that their IT solutions are good enough for their work, reinforcing that these workers are equipped with the necessary tools to stay productive. Hybrid work isn’t about sacrificing performance; rather, it’s about enabling employees to perform at their best.
A common concern about remote and hybrid work is its impact on company culture and collaboration. Our research confirms that employees highly value face-to-face collaboration, social interaction and the opportunity to learn from colleagues, with 52% of workers citing these as top benefits of working in the office. Clearly, in-person contact and community are valued and remain integral aspects of the traditional office experience.
However, hybrid and remote workers aren’t disconnected from these advantages. They may not experience social benefits in the same way as office-based workers, but they still maintain strong professional connections. Three-quarters of hybrid and remote workers agree that the technology they use helps build and nurture a sense of company culture, demonstrating that collaboration and engagement can thrive beyond physical office walls.
The data clearly shows that, with the right resources in place, hybrid work supports and, importantly, enhances productivity. Far from isolating employees or weakening company culture, hybrid work empowers employees with the flexibility to be productive, collaborate effectively and remain connected to their organization’s goals and values.
Of course, hybrid work isn’t without its challenges. Managing distributed teams requires intentional leadership, clear expectations and strong communication. Companies must address onboarding challenges to ensure new hires feel integrated into the culture and rethink how they measure performance, maintain security and foster engagement. But these are surmountable obstacles, not reasons to turn back the clock.
The Stubborn Push for Office Returns
Despite these findings, some leaders cling to outdated office models. Recent reports highlight companies ramping up return-to-office (RTO) mandates, citing concerns about collaboration and culture. Corporate giants like Amazon and AT&T have announced that in 2025, they’ll require employees to return to the office five days a week. Similarly, JPMorgan and Goldman Sachs have scrapped hybrid models in favour of full RTO policies, echoing executive claims that in-person collaboration is vital for productivity.
But these arguments aren’t without contradictions. Executives driving these policies claim that in-office work is essential, yet their behaviours suggest a different reality. Our data revealed that 84% of senior leaders we surveyed have a dedicated home office, yet 85% still spend more than half their time in the office. This suggests that for many executives, remote work is a matter of convenience rather than a fundamental shift in how they believe work should be done. If leadership values the flexibility to choose where they work, why are so many companies restricting that same choice for their employees?
For some companies, the push for RTO policies extends beyond collaboration, driven by workforce challenges, financial pressures and economic policies. Leaders see office attendance as a way to improve retention, strengthen culture and integrate new employees more effectively. Also, underused office space and long-term real estate commitments incentivize organizations to bring employees back to justify infrastructure costs.
Geopolitical factors also play a role. Governments in some regions have pushed for in-person work to revive struggling city economies reliant on office workers. In the US, President Trump’s early 2025 executive order mandating full-time office attendance for federal employees reinforced the belief that in-person work is key to operational efficiency, reflecting broader economic priorities.
This movement hasn’t gone unchallenged. Employees and trade unions continue to push back against RTO mandates, citing concerns over work–life balance, rising commuting costs and limited productivity gains. In cities like London, where commuting costs are high, many workers view forced office returns as an unnecessary burden. That said, some companies continue to embrace flexibility. Spotify, for example, remains committed to its “work from anywhere” policy, emphasizing autonomy and trust over rigid attendance rules. Its leadership team argues that giving employees control over their work environment boosts job satisfaction, productivity and engagement.
The hybrid working debate is no longer just about where work gets done — it reflects a broader shift in workplace dynamics, balancing control and flexibility, cost and employee well-being, and traditional management approaches versus evolving expectations. Forcing employees back to the office is a bitter pill to swallow when research like our survey shows that hybrid working models drive engagement, retention and business performance.
The Future of Work Isn’t One-Size-Fits-All
The data is clear: hybrid work is delivering real benefits for employees and businesses. Yet, despite mounting evidence that flexibility enhances productivity, engagement and retention, some companies remain determined to turn back the clock.
A successful hybrid strategy requires more than simply allowing employees to work remotely a few days a week. Organizations have made great strides in building the required technical foundations, but failing to adapt to evolving employees’ needs risks dissatisfaction and disengagement. Success in hybrid work isn’t just about technology — it’s about building a culture of trust, fostering intentional collaboration and shifting leadership mind-sets from valuing presence to valuing performance.
At the same time, hybrid work isn’t one-size-fits-all. Different industries, roles and business models require tailored approaches — what works for one company may not work for another. But one thing is certain: organizations that embrace flexibility will unlock new ways to enhance productivity, collaboration and job satisfaction. Those that do will be well positioned to attract and retain top talent; those that don’t will risk alienating employees and falling behind.
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