I have posted this on Reddit (askeconomics) a while back but got no good replies. Copying it here because I don’t want to send traffic to Reddit.
What do you think?
I see a big push to take employees back to the office. I personally don’t mind either working remote or in the office, but I think big companies tend to think rationally in terms of cost/benefit and I haven’t seen a convincing explanation yet of why they are so keen to have everyone back.
If remote work was just as productive as in-person, a remote-only company could use it to be more efficient than their work-in-office competitors, so I assume there’s no conclusive evidence that this is the case. But I haven’t seen conclusive evidence of the contrary either, and I think employers would have good reason to trumpet any findings at least internally to their employees (“we’ve seen KPI so-and-so drop with everyone working from home” or “project X was severely delayed by lack of in-person coordination” wouldn’t make everyone happy to return in presence, but at least it would make a good argument for a manager to explain to their team)
Instead, all I keep hearing is inspirational wish-wash like “we value the power of working together”. Which is fine, but why are we valuing it more than the cost of office space?
On the side of employees, I often see arguments like “these companies made a big investment in offices and now they don’t want to look stupid by leaving them empty”. But all these large companies have spent billions to acquire smaller companies/products and dropped them without a second thought. I can’t believe the same companies would now be so sentimentally attached to office buildings if it made any economic sense to close them.
So management is relying on the workers to self organise, instead of providing clear direction on deliverables and the quality of those deliverables.
Sounds like the labor cost of quality management is being offset by travel costs incurred by the workers.
That’s the rub, management has no idea about the deliverables, they don’t understand the product or customers at all. They got spoiled by a self actualizing team that figured things out better than the hierarchical leadership, and effectively peer leadership.
When the group is broken up, then some folks stray, and while they are talented and working hard, they get caught up in their own little world when the work doesn’t organically come.
Frankly, while I bemoan how little our management does, I’m happier more directly engaging with clients, marketing, and sales. My peer groups that have clearly more direction handed down seem doomed to have suboptimal product inflicted by the game of telephone through the bureaucracy.
In short, I see challenges either way it gets sliced. Self directed teams with clear purpose and connection can thrive in any scenario, however I feel like you are lucky to find 2-3 people to make that team, and there’s some value to be added by having people along that might need some more clear steering.