Rethinking Return to Office: Beyond a One-Size-Fits-All Approach
Originally published 11.4.2025 via LinkedIn
November 4, 2024
Introduction
As companies navigate the complex landscape of post-pandemic work models, the push to Return to Office (RTO) has surfaced as a polarizing topic. For many organizations, mandating in-office presence can feel like knee-jerk reactions, addressing surface symptoms without digging into the real issues. Is RTO about recapturing control? Reducing real estate costs? Improving communication? Or does it reflect a broader struggle with trust in hybrid or remote setups? While the motivations vary, they often overlook a critical point: each organization’s path should stem from a well-defined problem and a clear vision of success.
RTO or RTW: Why the Language Matters
It’s worth noting the distinction between “Return to Office” (RTO) and “Return to Work” (RTW). The debate is about returning to a physical office, not about returning to productivity. During the pandemic, team members effectively worked remotely, proving that “work” isn’t synonymous with the office. By using “RTO,” we acknowledge that productivity continued outside traditional office spaces—what’s in question is the necessity of returning to a physical workspace.
Choosing “RTO” over “RTW” also affects perception. Using “RTW” subtly implies that true work only happens onsite, downplaying the achievements of remote and hybrid teams. Opting for “RTO” respects the productivity and autonomy remote work achieved, both of which have become essential to talent retention.
Symptom or a Solution?
Many RTO policies seem like a quick fix, addressing perceived challenges without digging into the underlying causes. Decisions driven by fear—whether of lost control, productivity declines, or cultural erosion—rarely result in sustainable solutions. To create an effective RTW model, companies should frame RTW as a hypothesis to test and solve a specific issue.
Potential Drivers Behind RTO Policies
Commercial Real Estate Costs: Office spaces represent substantial long-term investments for many organizations. While costs may prompt RTO mandates, they alone don’t justify in-office policies without a larger alignment between cost savings and organizational goals.
Trust and Autonomy: Trust is a cornerstone of remote work. Where that trust falters, RTO may seem like a quick fix. However, mandating in-office days should not replace building trust within teams. Instead, organizations should focus on transparent expectations and performance metrics.
Communication and Alignment: Remote work can create alignment challenges, particularly for interdepartmental coordination. However, simply mandating in-person days doesn’t automatically enhance communication. Many companies find that hybrid models, with strategic in-person gatherings, can better address alignment gaps.
Examples of RTO Policies in Action
Apple ~ Apple has embraced a hybrid model, valuing in-person collaboration for sparking creativity and innovation within their product teams. Tim Cook, Apple’s CEO, has voiced his belief that face-to-face collaboration nurtures a creative environment, which is particularly essential for product-focused teams (The Verge, 2022).
Goldman Sachs ~ As an early adopter of RTO, Goldman Sachs’ mandate reflects a commitment to preserving its company culture and mentorship processes, which they argue thrive best in an in-office environment. CEO David Solomon has emphasized that for financial services, especially those that rely on teamwork and mentorship, in-person work supports a culture of growth and learning that remote setups can struggle to replicate (Fortune, 2022).
Spotify ~ Conversely, Spotify has taken a “Work from Anywhere” approach, prioritizing flexibility and employee satisfaction. While they encourage in-person collaboration for certain team activities, they have not mandated office days, believing that autonomy and team spirit can flourish without mandatory in-office presence (Spotify, 2024)
Amazon ~ Recently, Amazon announced a significant shift in its RTO policy, requiring employees to work five days per week in person starting January 2, 2025. CEO Andy Jassy framed the decision as essential for strengthening company culture and team collaboration, citing the potential for in-person work to foster a “Day One” mentality. This mandate has sparked debate, as some employees argue it undermines trust and limits flexibility. The Wall Street Journal offers insights into Amazon’s decision and its potential ripple effects, especially as other companies weigh similar moves. Check out the full WSJ article here.
Tailored RTO: Hypothesis-Driven Approach
Rather than applying a one-size-fits-all policy, RTO should be a tailored approach designed to address specific organizational needs. This approach benefits from a few essential components:
Identify a Problem Statement Each company should clearly define why RTO is necessary. Is it to improve team cohesion? Enhance innovation? Cut costs? Without clarity, the return risks becoming an ineffective solution to an undefined problem.
Measure and Adjust If RTO is positioned as a hypothesis, then the rollout should include ways to measure its impact. Employee satisfaction surveys, productivity metrics, and cultural assessments can provide insights. Leaders should be open to iterating on their RTO/RTW policies based on measurable outcomes.
Conclusion
The RTO movement should not be a reactionary trend but a strategic decision tailored to each company’s unique needs. By treating RTO as a hypothesis to address specific challenges, companies can create a dynamic policy that evolves with their teams' needs and organizational goals. The nuances between “Return to Office” and “Return to Work” highlight a critical insight: language shapes perception. Organizations should examine whether they’re pushing for RTO out of habit or convenience, or if their policies genuinely address root challenges. The most successful strategies will adapt based on employee feedback, remaining transparent, intentional, and purpose-driven. Whether the future is hybrid, remote, or office-based, clarity and purpose should be at the core of these policies.