Remote, Hybrid, In-person: Where does tech stand today?

The tech market has institutionalized flexibility as a fundamental requirement, no longer simply a perk. The dominant model is now the hybrid, rhythmic model (2-3 days on-site), aiming to reconcile individual efficiency with...remote with the need for innovation and social cohesion in person. Successful tech companies must abandon management by physical surveillance in favor of trust and leadership by objectives. Recruitment is centered on key behavioral skills (autonomy, reliability, asynchronous communication) and on a transparent compensation policy that takes geographical considerations into account.geo-pay).

I. The Great Readjustment of the Tech Decade

The technology sector has always been at the forefront of new work arrangements, but the pandemic has catalyzed such a rapid and profound transformation that it has rewritten the fundamental rules of employment. After the emergency phase of "fully remote" work, tech companies and talent are now engaged in a delicate quest: finding the dynamic balance between individual flexibility and the need to maintain social connections, team cohesion, and, above all, the capacity for collective innovation.

This report analyzes the current position of the Tech sector with regard to the organization of work in remote, hybrid and in-person, by deciphering the true drivers of strategic decisions, the emerging expectations of talent in 2025, and the managerial and cultural imperatives to succeed in this sustainable transition.

1.1. Why is the psychological contract of work changing?

The post-pandemic shockwave has not only transformed workplaces; it has fundamentally rewritten the psychological contract between employees and companies, particularly in the knowledge sector. In the private sector, 22% of employees were working remotely at least once a month at the beginning of 2024. This widespread adoption has led to a demand for autonomy and control over one's time from workers.

The most striking development lies in the institutionalization of remote work. Teleworking has gone from a tolerated exception to a structural practice, formalized by a surge in company agreements. There were 390 teleworking agreements in 2017, a figure that climbed to 4,070 in 2021. This tenfold increase in formal agreements in just four years demonstrates that remote work is no longer a temporary, but rather a truly structural, acceptance by social partners and company management.

At the heart of these new expectations lies the concept of fundamental flexibility. For tech professionals, flexibility is no longer just a secondary benefit, but a core expectation. Surveys show that flexible work is now considered almost as important as compensation itself. In a tight talent market, where experienced developers are scarce, failing to offer flexibility is tantamount to devaluing an employer's overall compensation package, making recruitment more difficult and less competitive. The major challenge for the tech sector is therefore to strike a balance between maximizing individual performance through this autonomy and the need to preserve collective innovation, which intrinsically depends on social connection and spontaneous exchange.

1.2. Why is the market converging toward a more sustainable balance?

After the initial enthusiasm for the fully remote model, particularly in the United States, the tech sector is seeing a cautious return to the office, often in the form of hybrid contracts. This trend doesn't signal a rejection of remote work, but rather an acknowledgment of its limitations in terms of social cohesion and long-term creativity.

The tech sector, historically a pioneer in remote work, is now the most actively experimenting with hybrid models. The goal is to find an optimum that maximizes both individual productivity (fostered by autonomy at home) and collective creativity (stimulated by targeted meetings in the office). The key to success lies in defining a work strategy that is not binary, but rather one that continuously adapts to the needs of the various functions within the company.

II. The great post-pandemic sorting: Understanding Remote, Hybrid and In-Office Work models

While teleworking has proven its effectiveness for concentration, the resurgence of calls for a return to the office (RTO) in Tech reveals an overlap of economic, managerial, and cultural motivations, often at odds with the official narrative. Analyzing these drivers is crucial to understanding the current state of the models remote, hybrid, in-person.

2.1. Return to Office (RTO): Understanding the Strategic Shift

Official communications from major tech companies often emphasize the need to strengthen corporate culture and to strengthen team cohesion after years of separation. However, a deeper analysis shows that the drivers of RTO are often more complex and intrinsically linked to financial structure and workforce management.

2.1.1. Is the return to the office a cultural or real estate issue?

One of the main factors driving a return to the office is economic. Maintaining large commercial real estate portfolios (CRE). This represents a colossal fixed cost for businesses, particularly in major urban centers. Widespread teleworking has left thousands of square meters unused, putting significant pressure on balance sheets.

The RTO mandate can be interpreted, in many cases, as a direct attempt to justify these existing real estate expenditures and reassure shareholders about the value of these assets. This attempt is all the more evident given that less than a third of companies have adapted their offices for purely hybrid use (by integrating flexible spaces and...). The lack of physical adaptation means that employees are often called back into spaces designed for daily individual work, not for co-creation, thus neutralizing potential gains in cohesion.

2.1.2. What is "shadow RTO" and why is it used?

A darker phenomenon, dubbed "shadow RTO", has emerged. Some large tech companies, facing financial difficulties or the need to downsize, are reportedly using mandatory return-to-the-office policies as a performance management tool, or even a disguised form of layoffs. Imposing strict attendance can selectively target employees whom management wants to encourage to resign or whom it will fire if they refuse to comply.

This approach contradicts actual management practice. A study reveals that 7 out of 10 business leaders grant exceptions to their own RTO mandates. This “parallel policy” reflects a tacit recognition at management level of the importance of flexibility in retaining key talent, even though the company maintains an appearance of strict compliance for reasons of communication or property management.

2.2. What is the optimum balance between productivity and creativity in the hybrid model?

The debate on the effectiveness of remote work has evolved. It is no longer a question of determining whether remote work is possible, but of finding the right balance that maximizes efficiency while preserving the social and creative capital of the company.

2.2.1. How is efficiency impacted by the intensity of teleworking?

For tasks requiring deep concentration and autonomy (typically coding, data analysis and report writing in the tech sector), remote work has demonstrated a positive impact. Studies conducted during the pandemic showed that many knowledge workers experienced increased well-being and productivity while working remotely. Greater autonomy in their work, along with better time management, helps reduce work-life balance conflicts.

However, effectiveness is not linear. Academic research highlights a relationship in inverted U-curve between the intensity of remote work and employee efficiency. This means that maximum efficiency is not found in the all-remote, but at intermediate levels of remote activity.

The interpretation of this curve is fundamental to the hybrid strategy: the gains in concentration achieved at home are partially offset by losses in coordination, unstructured communication, and spontaneous innovation when the distance is too great. The hybrid model aims precisely to target these optimal intermediate levels.

2.2.2. Why is physical interaction imperative for innovation?

While remote work excels for individual productivity, innovation, creativity, and complex problem-solving benefit disproportionately from physical interaction. Human contact fosters serendipity, those informal encounters that lead to new ideas.

A Stanford study showed that teams that meet in person are 20% more creative and have a 30% higher satisfaction rate than those that collaborate exclusively remotely. This implies returning to the office, in a model remote, hybrid, in-person. This should not be a return to performing individual tasks in separate offices. The office should be refounded to be a place for exchange, of co-creation and intentional social connection, leaving asynchronous tasks at home.

The surgical redefinition of office space.

To capitalize on this need for physical interaction, the most advanced tech companies are transforming their headquarters into true collaborative hubs. Physical presence is no longer an end in itself, but a planned means to an end.

• Design thinking and co-creation workshops: The offices are being redesigned into large, modular areas with white walls and rapid prototyping tools. These spaces are specifically designed for intensive ideation sessions, design thinking and workshops for solving complex problems, activities that intrinsically benefit from the energy and non-verbal communication of human contact. Historical examples, such as IDEO's design of the first Apple mouse, remind us that physically bringing together engineers, designers, and users catalyzes creativity and the immediate improvement of ideas.
• Cultural and social rituals: Beyond purely professional tasks, the office becomes the site of strong cultural rituals: training sessions, seminars, team-building strategic meetings, or simply planned team lunches. These moments help to strengthen collective identity and prevent social isolation, one of the recognized limitations of full remote.

The following summary table illustrates the compromise sought by Tech organizations:

2.3. Why must management shift from control to trust?

The bottleneck in hybrid transformation is not the technological tool, but the ability of managers to adapt their leadership style.

Companies have invested heavily in technology: 83% of respondents are satisfied with the technical conditions (collaborative tools, video conferencing, co-editing). However, managers' adaptation to hybrid work is considered satisfactory in only 53% of companies. There is a critical gap between technological maturity (phase 1) and human maturity (phase 2).

This imbalance arises when managers trained in older methods (management by presence and time control) are unable to delegate and lead remote teams. The success of remote work depends entirely on the trust granted by the manager, resulting in an autonomy real in the organization of work. Studies confirm that manager trust is essential for the motivation and satisfaction of remote workers.

In a successful hybrid framework, control should no longer be based on physical presence, but on the basis of...annual objectives and results achieved. Hybrid management requires the establishment of a dual organizational structure, adapted to both environments, regulating the synchronization of schedules and collective presence. Managers must now master new practices, including maintaining constant communication and fostering social connections and know how to manage individual absences while ensuring team cohesion.

III. Strategic trends in the tech market in 2025: towards a reset of expectations?

The year 2025 is shaping up to be a period of stabilization and formalization of working models, with clear trends that are redefining the competitiveness of Tech companies in attracting talent.

3.1. Do 100% remote roles still exist for developers?

Despite widespread RTO pressures, 100% remote work persists and is highly favored by the most sought-after technical profiles. IT and computer science jobs remain, by far, the largest source of fully remote job openings; remote engineering positions, for example, saw an 11% increase in remote work opportunities. This dominance illustrates the nature of development tasks, which require high concentration and the scarcity of these skills.

For the company, recruiting profiles in full remote. This offers a dual strategic advantage: firstly, access to a global talent pool, not limited by the geography of the head office; secondly, a potential lever for reducing local payroll costs by recruiting in areas where the cost of living and the benchmark salary are inferior to those of major tech hubs. By recognizing the scarcity of these skills, the company positions itself as a global employer, willing to compromise on physical presence to guarantee technical excellence.

3.2. How is the hybrid “2-3 day” model becoming normalized?

Hybrid work is increasingly becoming the norm across Europe, with many companies settling into a “2–3 day” in-office rhythm. Evidence from labor market data and workplace research suggests that structured hybrid schedules (often two days remote and three in-person, or vice versa) are becoming a common baseline.

However, the effectiveness of this model depends heavily on how the office is redesigned. The office is no longer just a default work location, it must become a purposeful environment that supports collaboration, learning, and culture-building.

3.3. What are the new expectations (trust, autonomy, geographical flexibility)?

Tech professionals are no longer just negotiating their salary, but a work environment that supports their autonomy and well-being.

• Autonomy as a foundation: Talent retention and satisfaction are directly proportional to the trust placed in them. Managers who delegate task organization and focus on objectives see a significantly increased motivation among their teams. It is crucial that employees are free to choose for remote work, because this notion of volunteering is directly linked to higher gains in efficiency and satisfaction, according to research on the inverted U curve.
• The complexity of geographical flexibility: The expectation of flexibility extending beyond the home - the possibility of working from different geographical locations - is growing. This aspiration, often linked to a desire for a better quality of life and reduced housing costs, however, raises the most sensitive debate in the distributed labor market: location-based compensation.

3.4. What are the issues at stake in the geographical wage debate?

Compensation policy in a distributed environment is one of the major challenges for human resources departments (HRDs) in the Tech sector in 2025. The choice of a salary approach directly impacts internal equity, competitiveness and employer brand.

There are three main approaches to setting wages in a distributed work model:

1. Location-based salary (location-based pay): salaries are adjusted entirely on the benchmarks local rates for each country or region, taking into account labor costs. While this approach allows for fairness compared to the local market and can offer an opportunity for cost reduction for the company (by recruiting in less expensive regions), it is often considered unattractive to talent residing in high-cost-of-living areas and complicates the management of internal mobility.
2. Independent salary localisation (location-agnostic pay): All employees are paid using the head office reference rate baseline), regardless of their location. This model is simple, clear, and extremely attractive, especially for talent outside of major cities hubs. Economically, it often guarantees them above-market compensation. However, it represents a potentially significant additional cost for the company compared to the local approach.
3. Geographical differences (geographic pay differentials): A strategic compromise where the company uses the head office pay scale or a market median, but applies multipliers or geographical "tiers" to adjust compensation according to the cost of living and labor market competitiveness in a given area. This approach aims to reconcile internal equity with market realities, but requires complex administrative management and monitoring of employees' places of residence.

The table below summarizes the key issues of each strategy:

IV. Impacts on recruitment: how to reinvent the acquisition of distributed talent?

In an environment where flexibility is the norm, recruitment can no longer simply assess technical skills (hard skills). The long-term viability of an employee in a model remote, hybrid, in-person. It is based on a foundation of critical behavioral skills, which must be integrated into the assessment grids.

4.1. What are the key skills to assess for remote collaboration?

Recruiters need to refine their methods to identify candidates who are naturally suited to the demands of distributed work.

4.1.1. Why are reliability and autonomy the foundation of remote control?

Reliability (accountability)
This is the intangible foundation of all remote collaboration. It allows managers to relinquish control over monitoring working hours and focus on results. A reliable candidate is a worker the company can count on to meet deadlines and handle unforeseen technical issues without constant supervision. This reliability also extends to absolute respect for IT security and confidential data, a major concern in remote work.

Self-motivation and discipline are also essential. A remote worker must possess the intrinsic ability to connect, structure their day, and accomplish their tasks despite isolation and without the immediate dynamics of the office.

4.1.2. What are the requirements for mastering asynchronous collaboration?

Remote collaboration requires a combination of interpersonal and technical skills. It's not enough to simply know how to use video conferencing tools; you must adapt your behavior to maintain team dynamics. This includes:

• Appropriation of the tools: mastering instant messaging, document sharing platforms.
• Transparent communication: Ensuring a responsive approach and transparent, proactive information sharing with the dispersed team. Managers are looking for individuals who can communicate their progress without waiting to be asked, thus minimizing the risk of social distance and isolation.

4.1.3. Why are digital literacy and mental agility crucial?

Two behavioral skills (soft skills) take on critical importance in a rapidly changing, distributed tech environment:

1. Digital literacy and problem-solving adaptive: It's not just about knowing how to use a tool (hard skill), but to understand the implications of digital tools on work (thedigital literacy). In a hybrid model, employees must be able to seamlessly switch between work modes (synchronous/asynchronous, individual/collective) and quickly integrate new working methods (mental agility). A developer worthy of the name, for example, should not be limited to a single language or framework outdated, but must embrace new paradigms with gusto. This capacity for continuous learning and adaptation is the driving force behind individual innovation remote.
2. Managing limits and disconnecting: Remote work blurs the lines between professional and private life, often leading to overtime. The ideal candidate for the remote. The candidate must demonstrate not only self-discipline to work, but also to stop and disconnect. The recruiter should assess the candidate's ability to develop personal time management strategies and respect their own boundaries to prevent burnout.

The table of skills required for distributed work highlights recruiters' new perspective:

4.2. How to succeed in negotiations and the overall value proposition?

Tech recruitment in 2025 is characterized by highly personalized negotiations. Flexibility and work-life balance are essential elements of the offer.

The recruitment process should be based on transparent dialogue about the real needs of both the company and the candidate. The recruiter must not only clearly define the job objectives (beyond the number of hours), but also ensure the candidate's suitability for the proposed work environment. A candidate may request the full remote. For quality-of-life reasons, the role may require regular attendance for co-creation workshops. Alignment must be established beforehand, often through specific interviews that assess prioritization skills and the ability to collaborate remotely.

Furthermore, the increased importance of the corporate culture is crucial. An effective recruitment strategy relies on a strong and transparent employer brand regarding its working methods. The candidate's cultural fit with distributed work practices (documentation requirements, transparency by default) has become a predictor of success and retention. Companies with a well-defined recruitment strategy significantly reduce their churn rate turnover.

4.3. What are the challenges to corporate culture in the remote era?

Corporate culture, once nurtured by spontaneous interactions in cafes or hallways, is the first victim of full remote control when it is not managed proactively.

4.3.1. How to manage social distancing?

In the hybrid model, it is essential to ensure that geographical distance does not create social distance. Managers must be trained and equipped to lead the team both in person and remotely. Some tech companies, like Kaliop, allocate a specific budget to managers to organize regular networking opportunities (lunches, escape games, team buildings), aiming to maintain social connection coupled with intentional visits to the site.

4.3.2. What is the role of documentation in the culture of distributed work?

For organizations that are moving towards the full remote, in the highly flexible hybrid model, comprehensive documentation and asynchronous work become cultural pillars. In structures like GitLab, process documentation and decision-making are institutionalized practices. This transparency by default guarantees access to information for everyone, regardless of their time zone or location, and replaces the need for constant synchronous meetings.

4.3.3. How to make cybersecurity a shared cultural issue?

Remote work exposes tech companies to new security risks (e.g., intrusions during unsecured virtual meetings). The company culture must integrate cybersecurity not as a technical constraint imposed by the IT department, but as a shared responsibility. This requires raising awareness and systematically adopting best practices (using virtual private networks, two-factor authentication, and encrypted communications).

V. Technology at the service of humanity: the role of digital tools

Tech companies, including large groups, have invested heavily in tools (83% of respondents are satisfied with the technical conditions): collaborative suites (Microsoft 365), platforms ofco-edition attendance reporting systems andworkflowsHowever, the mere presence of these tools is not enough. The real challenge is to use them strategically to improve the digital employee experience (DEX) and strengthen social ties.

5.1. How does technology break down information silos?

In an environment where 67% of employees now have equipment suitable for remote work (laptops, tablets), access to information should no longer depend on a physical location. Solutions like Slite, for example, centralize internal documents, acting as a single source of truth for dispersed teams. This centralization directly addresses the major challenge of knowledge sharing and the fluidity of information between employees working both on-site and remotely. Documentation thus becomes the foundation of asynchronous collaboration.

5.2. How to move from control to engagement using digital platforms?

Digital tools in the post-pandemic phase are focusing less on surveillance and more on engagement. Modern intranet platforms (such as LumApps) are used for:

1. Maintain constant communication:They ensure a productive and regular exchange between the teleworker, the manager, and the team, which is essential to prevent the increased risk of loss of contact and isolation remote.
2. Encouraging social connection: THE chats dedicated to informal discussions, virtual lunches, or team buildings. Online activities (games, quizzes or challenges) organized via these platforms create new opportunities for encounters and discussions, ensuring that geographical distance does not turn into social distance.

5.3. What is the impact of artificial intelligence on hybridization?

Generative artificial intelligence (AI) is playing an increasingly important role. Not only does it help automate repetitive tasks (freeing up time for intentional collaboration in the office or focused work at home), but 63% of respondents also see it as a driver for the future of work. By facilitating access to data, information retrieval, and documentation, AI helps make asynchronous work more efficient and minimizes reliance on physical presence for decision-making.

VI. The iTechScope approach: how to audit maturity and align with real needs?

Faced with the complexity of work models, the strategic approach ITechScope aims to help organizations diagnose their maturity and align their choices (presence, flexibility, compensation) with their strategic objectives. Adopting a sustainable work model requires a systemic diagnosis, going beyond simply purchasing videoconferencing tools.

6.1. How to diagnose hybrid organizational maturity?

iTechScope assesses the maturity of a hybrid organization along three interdependent axes, recognizing that failure rarely results from a single cause, but from a systemic weakness:

1. Technical and logistical maturity: She verifies that the company not only has collaborative tools (Microsoft 365 etc.), but above all that the connection infrastructures are robust and secure, with appropriate cybersecurity measures and ergonomic equipment for remote employees.
2. Process maturity and HR: It analyzes the formalization of internal agreements on teleworking, the clarity of geographical compensation policies (geo-pay), and the presence of a structured framework to define recruitment needs based on measurable work objectives, rather than hours of attendance.
3. Managerial maturity and leadership: This is the most critical point. The evaluation focuses on managers' training in delegation, team leadership (both in person and remotely), and management based on trust. The shift to a hybrid model is a driver of lasting transformation that requires robust change management, particularly in collaborative leadership. Without this investment in human and managerial capital, technological adoption alone will not be enough.

6.2. How to define the "real needs" through functional analysis?

The mistake to avoid is applying a single working model (one-size-fits-all). A functional analysis allows the company to be segmented according to the actual need for interaction and the nature of the tasks.

• For the company: It is essential to quantify recruitment needs not by the number of existing staff, but by the work objectives to be achieved. Roles involving purely individual production (e.g., engineer) backend (on defined tasks) can tolerate a level of remote high. Interface, product design, or roles brainstorming (ex.: design thinking initial software architecture) requires peaks of in person planning. The office is reserved for activities that intrinsically benefit from the energy of human contact.
• For the candidate: The recruiter should encourage an assessment of the candidate's personal suitability for remote work. Targeted questions about autonomy, managing weekly objectives, and the alignment between their expectations (e.g., geographical flexibility) and the operational realities of the position (e.g., the need for on-site presence for routines) are essential for successful integration.

6.3. What are the sustainable formulas of successful Tech companies?

Companies that have found their sustainable formula have made clear organizational choices and supported them with appropriate cultural practices.

6.3.1. What are the success factors of 100% remote models (GitLab, Buffer)?

These organizations have made the radical choice to institutionalize asynchronous work and transparency by default. For a company like GitLab, the entirety of the handbook and processes are documented and accessible, ensuring informational fairness regardless of time zone. Buffer, a pioneer in full remote control, has capitalized on maximum flexibility to attract and retain talent who prioritize autonomy and work-life balance. The success of these models lies in their deeply rooted culture of trust and personal discipline.

6.3.2. How hybrid digital startups (InsideBoard, Wear) have they prospered?

Some French Tech companies have thrived by providing the tools needed for hybrid transformation or by adopting it themselves. Inside Board has capitalized on the acceleration of business digitalization to grow. Similarly, Slite, by centralizing internal documentation, directly addresses the major challenge of knowledge sharing and information flow in an environment where employees alternate between on-site and remote work.

These examples demonstrate that success is not linked to the chosen work method (remote, hybrid, in-person), but to the consistency between the model, the culture, the management and the technological tools deployed.

VII. The future plural of tech work

The tech sector's work landscape has reached a post-pandemic point of maturity. The ideological battle between fully remote and fully in-office work is over, giving way to a structurally hybrid reality. This new work regime demands a strategic and targeted approach, function by function.

The tech industry faces a dual challenge: mastering the delicate balance between individual efficiency (enhanced by the autonomy of remote work) and the imperative of innovation (stimulated by targeted periods of physical presence for co-creation). Companies must redefine the purpose of their offices, transforming them into hubs of collaboration and culture, while accepting that individual output will primarily be done remotely.

The most critical investment for tech companies in 2025 will not be technological - the tools are already in place and widely adopted - but rather human and organizational. Priority must be given to transforming leadership, requiring greater autonomy, delegation and results-oriented management. The failure of the hybrid model is almost always a managerial failure, not a logistical one.

In summary, the relationship between company and employee is now contingent on a level of flexibility that is no longer negotiable. As studies on employee retention and engagement have shown, work flexibility has become a fundamental factor, on par with compensation.

For the tech sector, flexibility is no longer an advantage; it's the foundation of trust. It's on this bedrock that any recruitment and retention strategy must be built, allowing trust to replace the old paradigm of controlling attendance. The organizations that will succeed by 2025 will be those that not only offer this flexibility but make it an operational pillar of their culture, integrating transparency, autonomy and asynchronous work as non-negotiable norms to sustain attraction and performance in the new distributed labor market.

FAQ: Frequently asked questions about remote and hybrid work in tech

1. What defines the optimal hybrid model for a tech company?

The optimal hybrid model is generally one that adopts a predictable rhythm of "2 to 3 days" of in-office presence per week. This model aims to reserve physical presence for activities that benefit most from interaction (creativity, design thinking team rituals) and to leave tasks requiring high concentration (coding, analysis) to remote Success lies in transforming the office into a center for collaboration rather than a place for individual execution.

2. Does teleworking increase productivity?

Yes, remote work tends to increase productivity for individual tasks requiring deep concentration. However, overall efficiency follows an "inverted U-shaped curve": maximum efficiency is achieved at intermediate levels of remote activity (the hybrid model), because the full remote can lead to a loss of coordination and a decline in spontaneous innovation.

3. How do Tech companies manage the salaries of remote employees (Geo-Pay)?

Faced with geographical flexibility, Tech companies primarily use three compensation strategies (Geo-Pay) :

1. Salary based on location (Location-Based Pay): salary adjustment according to the cost of living and the local job market.
2. Salary independent of location (Location-Agnostic Pay): all employees receive the head office reference rate, regardless of where they live.
3. Geographical differences (Geographic Pay Differentials): use of a salary base adjusted by multipliers according to geographical "thirds" to reconcile fairness and competitiveness.

4. What are the main "soft skills" sought by Tech recruiters for remote work?

Key behavioral skills for success in the environment remote or hybrid are :

• Reliability (accountability) and autonomy: ability to manage commitments and deadlines without constant monitoring.
• Mastering asynchronous communication: transparency, responsiveness, and the ability to clearly document the progress of the work.
• Mental agility and digital literacy: ability to adapt quickly to new distributed tools and working methods.

5. Is office real estate obsolete with the widespread adoption of hybrid models?

No, but its role is changing radically. Widespread remote work has put pressure on the balance sheets of companies with large real estate portfolios. The return to the office (RTO) is often driven by economic considerations (justifying existing real estate) as much as cultural ones (team coordination). The office isn't obsolete, but it needs to be reinvented as a hub dedicated to intentional interactions, co-creation, and strong social rituals.