The RTO Mandate: A Return to Tradition

The debate between Return to Office (RTO) mandates and Results-Only Work Environments (ROWE) is reshaping the modern workplace. As organizations strive to balance productivity, employee satisfaction, and inclusivity, understanding the implications of each approach is crucial. 

Companies like BlackRock and Uber have recently enforced stricter RTO policies, emphasizing the perceived benefits of in-person collaboration and company culture. BlackRock, for instance, mandated that its managing directors return to the office five days a week, aligning with a broader trend among major corporations to reduce remote work flexibility . Uber’s CEO, Dara Khosrowshahi, echoed similar sentiments, suggesting that employees dissatisfied with the new RTO policies have ample opportunities elsewhere .  

However, these mandates have sparked concerns about employee well-being and retention. A Hays poll indicated that nearly half of professionals might resign if compelled to return to full-time office work . Moreover, rigid RTO policies may inadvertently hinder diversity, equity, and inclusion (DEI) efforts. Research suggests that such mandates could disproportionately affect women and underrepresented groups, potentially leading to decreased workforce diversity .   

Embracing ROWE: Trusting Results Over Presence

ROWE shifts the focus from hours worked to outcomes achieved, granting employees autonomy over their schedules and work locations. This model has been associated with increased productivity, improved work-life balance, and higher employee satisfaction. For example, a study found that employees with location flexibility rated their productivity significantly higher than those in office-only settings .   

Implementing ROWE requires clear performance metrics and a culture of trust. Companies adopting this model must ensure that employees have well-defined goals and the necessary support to achieve them . While ROWE may not be suitable for all industries, particularly those requiring physical presence, it offers a compelling alternative for knowledge-based sectors. 

Diverse Perspectives: Generational and Ability-Based Insights

Generational Views

Younger generations, particularly Millennials and Gen Z, often prioritize flexibility and work-life balance. They are more inclined to value ROWE models that allow them to integrate work with personal life seamlessly. In contrast, older generations may be more accustomed to traditional office settings and may perceive in-person work as essential for productivity and mentorship.

Accessibility and Inclusion

For individuals with disabilities, remote work and flexible schedules can be transformative. A study focusing on software professionals from underrepresented groups highlighted that hybrid work structures provided better support for neurodivergent individuals, LGBTQIA+ employees, and those with disabilities . These arrangements allowed for personalized work setups and accommodations for health treatments, emphasizing the importance of flexibility in promoting inclusivity. 

Navigating the Future: A Balanced Approach

The dichotomy between RTO and ROWE is not absolute. Many organizations are exploring hybrid models that combine the structure of office work with the flexibility of remote arrangements. Research led by Nicholas Bloom found that employees working from home two days a week were just as productive and as likely to be promoted as their fully office-based peers, with hybrid work dramatically boosting retention rates . 

Leaders must consider the diverse needs of their workforce, balancing operational requirements with employee preferences. By fostering a culture of trust, setting clear expectations, and embracing flexibility, organizations can enhance productivity while promoting inclusivity and employee satisfaction.  

In conclusion, the evolving landscape of work necessitates a reevaluation of traditional models. By understanding the benefits and challenges of both RTO and ROWE, and by considering the diverse perspectives within their organizations, leaders can craft strategies that drive performance while honoring the values of equity and inclusion.

Creating a strong company culture and fostering teamwork, visibility, and networking in a flexible (remote/hybrid/ROWE) work environment requires intentional strategies that go beyond physical presence. Here’s a proven framework to make it work:

1. Redefine Culture as Shared Behaviors and Beliefs — Not Physical Proximity

• Codify values clearly and tie them to behaviors. E.g., “We communicate openly” becomes a practice of sharing weekly team updates and feedback loops.

• Use culture handbooks, storytelling, and onboarding rituals to reinforce purpose and identity.

• Create symbols and traditions (like virtual all-hands, culture awards, @ Slack rituals) that bind people emotionally.

Example: GitLab’s open-source culture guide includes explicit practices and templates for remote collaboration.

2. Structure for Visibility and Inclusion

• Replace visibility by proximity with visibility by contribution:

• Use project management tools (e.g. Asana, Trello, Notion) to track progress transparently.

• Host “Show & Tell” sessions where teams present what they’re working on.

• Encourage asynchronous work, but ensure synchronous moments for alignment and bonding.

Tip: Make praise public. Celebrate wins visibly across internal channels like Slack, newsletters, or town halls.

3. Design for Trust and Accountability, Not Surveillance

• Implement clear goals and performance indicators (OKRs, KPIs).

• Train managers to coach based on outcomes and support, not “online” status.

• Use regular 1:1s and skip-level meetings to maintain connection across layers.

Data Point: Gallup found teams with high trust report 50% higher productivity and 74% lower stress.

4. Foster Connection & Belonging in a Distributed Setting

• Curate intentional networking opportunities:

• Randomized “coffee roulette”

• Cross-functional shadowing days

• Virtual mentorship programs

• Create digital watercoolers (dedicated Slack/Teams channels for hobbies, pets, sports, etc.)

• Celebrate inclusivity by acknowledging holidays, cultures, and accessibility needs.

Example: HubSpot created “Spotlight” sessions where employees share personal stories to foster empathy and understanding.

5. Leadership Must Be Present and Authentic—Even Remotely

• Execs should lead by example:

• Be active in digital channels.

• Attend team stand-ups occasionally.

• Host regular AMAs (Ask Me Anything).

• Use video updates to add a personal touch to important messages.

• Show vulnerability and talk about challenges—emotional resonance builds culture.

6. In-Person Time Becomes Sacred, Not Routine

• Use office or off-site time intentionally for:

• Deep collaboration

• Celebration and bonding

• Strategic alignment

• Provide travel budgets or stipends to gather by function, project, or interest.

• Allow employees to opt into what they value—don’t mandate presence as control.

Best Practice: Atlassian uses a “Team Anywhere” approach with regional meet-ups and an annual company-wide summit.

7. Tools That Enable Culture

• Slack/Teams: Real-time and async communication

• Donut: Random coffee chats

• Lattice/15Five: Performance, feedback, and engagement

• Miro/MURAL: Visual collaboration and brainstorming

• Loom: Personal video messages

As employers mandate a return to the office (RTO), there’s also growing debate over whether they should shoulder the associated costs—commuting, caregiving, and accessibility. Some forward-thinking companies are already addressing these concerns, recognizing that supporting employees in these areas can enhance productivity, retention, and inclusivity.

🚗 Commuting Costs: Should Employers Pay?

Commuting expenses can be significant. The average American worker spends nearly $8,500 annually on commuting, encompassing costs like gas, maintenance, and meals . To alleviate this burden, some companies offer commuter benefits:   

• Commuter Stipends: Employers may provide monthly stipends to offset transportation costs, demonstrating value for employees’ time and effort . 

• Pre-Tax Benefits: Programs allowing employees to use pre-tax dollars for transit and parking expenses can lead to substantial savings . 

• Lifestyle Spending Accounts (LSAs): Some companies offer LSAs, reimbursing employees for commuting-related expenses like gas, dry cleaning, and bike rentals . 

👶 Childcare and Elder Care: A Corporate Responsibility?

Balancing work with caregiving responsibilities is challenging. Employers are stepping up with various support mechanisms: 

• Childcare Assistance: Companies like Fidelity provide services to help employees find quality childcare, offer discounted backup care, and pre-tax savings through flexible spending accounts . 

• Elder Care Support: Employers such as Travelers Insurance partner with services like Wellthy to offer tailored elder-care assistance, recognizing the growing need among employees . 

• Flexible Work Schedules: To accommodate caregiving duties, some companies implement flexible working hours, allowing employees to better manage their responsibilities 

♿ Accessibility and Disability Inclusion

Ensuring that the workplace is accessible to all employees is crucial:

• Assistive Technologies: Companies like Expedia Group provide necessary software and hardware solutions to employees with disabilities, ensuring they have the tools needed for success . 

• Employee Resource Groups (ERGs): These groups offer support and advocacy for employees with disabilities, fostering an inclusive environment .

• Workplace Accommodations: Employers may offer services like sign language interpreters, accessible workstations, and flexible scheduling to accommodate various needs . 

📊 The Business Case for Supportive Measures

Investing in employee support yields tangible benefits: 

• Retention: Providing childcare benefits can lead to higher employee retention rates, with some companies seeing returns of up to 425% on their investment . 

• Productivity: Employees who feel supported in their personal responsibilities are more engaged and productive at work.

• Diversity and Inclusion: Accommodating diverse needs fosters a more inclusive workplace, attracting a broader talent pool.

In conclusion, as the dynamics of the workplace evolve, employers who proactively address commuting costs, caregiving responsibilities, and accessibility not only support their employees but also position themselves for greater success in talent retention and organizational performance.

It’s important as well to note that, even before COVID-19 normalized remote work, multinational companies had long developed strategies to manage non-colocated teams across geographies, time zones, and cultures. 

Here’s how they successfully operated distributed workforces before the pandemic—and what today’s hybrid leaders can still learn from them:

1. Asynchronous Collaboration Was the Norm

Tools + Time Zones = Productivity Without Real-Time Presence

• Emails, shared drives, wikis, and intranet tools (e.g., Microsoft SharePoint, Confluence) were the backbone of documentation and async collaboration.

• Teams in different time zones used “follow-the-sun” workflows, where tasks would pass between teams in Asia, Europe, and the U.S. to ensure 24/7 progress.

• Multinationals relied heavily on clear documentation, SOPs, and process checklists to enable coordination without constant meetings.

Example:

IBM’s global teams often worked on software development projects asynchronously, handing off source code and tickets via internal systems around the clock.

2. Clear Roles and Accountability

Structure enabled autonomy.

• Projects were broken down into modular responsibilities, each owned by specific teams or roles.

• RACI (Responsible, Accountable, Consulted, Informed) frameworks helped clarify who did what across dispersed teams.

• Frequent status reporting through weekly dashboards, action logs, or milestone tracking maintained alignment.

Example:

Unilever segmented global initiatives (like product launches) into country-specific execution with central oversight. Markets had local autonomy within global strategic frameworks.

3. Tech Infrastructure & Global Platforms

Enterprise collaboration was enabled through integrated systems:

• VPNs, internal cloud networks, and enterprise tools like SAP, Salesforce, Oracle, Lotus Notes supported shared data access.

• Video conferencing (Cisco WebEx, Skype for Business) and dedicated telepresence rooms were used sparingly but strategically—for project kickoffs or crisis management.

• Tools like Citrix and remote desktops enabled secure access from any global office.

Example:

Accenture used a virtual desktop infrastructure (VDI) as early as the 2000s to allow consultants to work from client sites or home securely and seamlessly.

4. Strong Culture of Process and Trust

It wasn’t about surveillance—it was about discipline.

• Non-colocated teams often operated in matrix organizations where reporting lines crossed countries and functions.

• Performance was measured by outputs—delivery milestones, quality metrics, and client satisfaction—not by hours worked.

• Trust was reinforced by cultural training, team charters, and global HR frameworks that standardized expectations.

Example:

GE (under Jack Welch) built a performance-driven culture where its global finance, engineering, and leadership development programs promoted distributed excellence with common metrics.

5. Purposeful Travel and Off-sites

In-person moments were rare—but powerful.

• Teams met periodically at global summits, regional hubs, or project kickoffs to build trust, align objectives, and reset relationships.

• Managers were often encouraged to travel to key locations quarterly to stay visible and bridge gaps.

Example:

At Siemens, international project teams would meet face-to-face once or twice a year at rotating headquarters (e.g., Munich, Zurich, Singapore) for strategic alignment and team building.

6. Cross-Cultural Competence

Multinational leaders were trained in managing across borders.

• Cultural sensitivity training, language immersion, and expat assignments were common.

• Leaders learned how decision-making, communication styles, and expectations differed by region and adjusted accordingly.

Example:

PepsiCo implemented cross-cultural collaboration training as part of its Leadership Development Program to help global brand and supply chain teams work more effectively together.

7. Internal Mobility and Global Career Paths

Remote work was a career path long before Zoom.

• High potentials were moved internationally through rotational programs, building rapport across offices.

• Employees could be based in regional offices but contribute to global centers of excellence.

Example:

Nestlé’s International Graduate Program sent young professionals on 2- to 3-year rotations across markets, embedding them into distributed teams with local and HQ ties.

Conclusion: Lessons for Today

Multinationals had the blueprint:

• Results over presence

• Documentation over assumptions

• Culture and structure as glue

• Trust and technology as enablers

COVID merely democratized what global firms already knew: non-colocated teams can thrive with clarity, accountability, and intentional design.