Remote, hybrid, or in-office? Making the right call

Every CEO has an opinion about remote work. Some swear by it. Others demand everyone back in the office. Most are somewhere in between, trying to figure out what actually works.

The truth? There's no universal right answer. The best approach depends on your specific business, team, and goals.

The Real Question

Stop asking "What should we do about remote work?" Start asking "What does our business actually need to succeed?"

Do you need spontaneous collaboration and rapid iteration? In-person might help. Do you need deep focus and specialized talent regardless of location? Remote might win. Do you need both? Hybrid might work.

The Case for In-Office

Spontaneous collaboration. Random hallway conversations spark ideas. Quick desk visits solve problems faster than Slack threads.

Culture building. It's easier to build strong culture and team bonds when people share physical space regularly.

Accountability and visibility. Some roles genuinely benefit from in-person oversight, especially for junior employees learning the ropes.

Clear boundaries. Going to an office creates mental separation between work and home life.

The Case for Remote

Access to talent. Geographic boundaries vanish. You can hire the best person for the role, not the best person within commuting distance.

Cost savings. Less overhead for office space, utilities, and supplies. Employees save on commuting costs and time.

Flexibility. Parents can be present for school drop-offs. People can work when they're most productive. Life becomes more manageable.

Productivity for some roles. Many people do focused work better without office distractions and interruptions.

The Case for Hybrid

Flexibility with structure. People get focus time at home and collaboration time in person.

Best of both worlds. Access to wider talent while maintaining some in-person culture building.

Employee preference. Different people thrive in different environments. Hybrid accommodates various working styles.

The challenges: Coordination complexity, ensuring equity between in-office and remote employees, and avoiding a two-tier culture.

How to Actually Decide

Start with your work. What does your team actually do all day? Does it require real-time collaboration or deep individual focus?

Ask your team. What do they need to do their best work? Where do they struggle currently?

Consider your stage. Early-stage companies building something new might benefit from in-person intensity. Established companies with clear processes might work fine remotely.

Think about your culture. How do you build and maintain culture? What behaviors and values do you want to reinforce?

Test and iterate. Try an approach for 90 days, gather feedback, and adjust. This isn't set in stone.

Making It Work

Whatever you choose, be intentional:

For in-office: Make the office worth the commute. Create spaces for collaboration AND focus. Don't just replicate remote work in a building.

For remote: Over-communicate. Document everything. Invest in tools and processes that keep people connected and aligned.

For hybrid: Set clear expectations. Which days are in-office? What happens in person vs. remotely? Prevent the "proximity bias" where in-office people get unfair advantages.

The Bottom Line

Ignore the trend pieces. Ignore what tech giants are doing. Figure out what your business needs, what your team needs, and what you can realistically execute well.

The right answer is the one that helps your specific people do their specific work most effectively.