Remote work: seeking a balanced approach

Since the COVID-19 pandemic, telecommuting has become an essential part of our business practices. What was once an emergency solution has become, for many organizations, an established norm.

But after just a few years of implementation, the model is also showing its limits. There has been a shift, sometimes subtle, towards a gradual return to the office. Why is this? Because combining performance, team culture and flexibility is not so simple. 

What remote work has enabled... and what we want to keep 

Before pointing out the flaws, let's acknowledge the gains. Remote work has demonstrated that a more flexible model can deliver solid results. It has enabled: 

• reduced travel-related stress 

• a better work-life balance 

• rewarding autonomy 

• increased attraction and retention, especially among talent in search of meaning. 

For many employees, these elements are no longer seen as “perks” ... but as basic expectations. 

The blind spots of this model 

But behind this new normal, certain issues have begun to emerge: 

• weaker team bonds, due to a lack of spontaneous opportunities to cross paths 

• a feeling of isolation, especially among new recruits 

• a corporate culture that runs out of steam when it is no longer experienced on a daily basis. 

The risk? Losing what used to make the working environment so rich: natural collaboration, cross-functional exchanges and adherence to shared values. It's not remote work itself that's the problem, but the lack of thought given to how it can be truly integrated into the way the organization works. 

The result? Some companies are opting for a gradual return to the office. 

Is remote work for everyone? 

The short answer: no. The more nuanced answer: it depends. 

Remote work isn't for everyone. It all depends on: 

• the type of position 

• the individual's level of autonomy 

• the maturity of the teams 

• and the management framework in place. 

The mistake would be to think that a single formula can be applied uniformly. A hybrid, adjusted, flexible model is often more effective than an all-or-nothing approach. 

And it's important to remember that when you offer telecommuting, you create a new balance. Retreating without an explanation or strategy can generate frustration, resistance... or disengagement. 

So the real question is: how can we make remote work a driver of commitment, rather than a brake on cohesion? 

Three strategies 

Remote work doesn't have to make team life disappear, it just has to take it elsewhere! 

1. create opportunities to get together

Team bonds are not only created in formal meetings. They are cultivated through informal exchanges, discussions without an agenda, and shared moments. 

Take advantage of the summer season to organize : 

• After-work get-togethers (virtual or otherwise) 

• team lunches 

• a simple group activity (BBQ, friendly tournament, outing to the park) 

The goal? Keep the sense of belonging alive, wherever you work. 

2. Offer flexibility, with clear benchmarks

Flexibility doesn't mean the absence of a framework. For telecommuting to work in the long term, you need : 

• shared expectations 

• shared moments of collaboration 

• well-defined tools 

• transparent communication 

And if you're going to change the way things are done (more face-to-face sessions, a new hybrid organization, etc.), take the time to explain your decisions to your teams. Clarity and consistency are your best allies. 

3. Keep the corporate culture alive, even at a distance

Culture cannot be improvised: it has to be lived. And from a distance, you need to redouble your efforts to ensure that it remains firmly rooted. This requires: 

• regular recognition 

• authentic moments of exchange 

• employee involvement in decision-making 

• consistency between what we say... and what we do. 

Even when working independently, the feeling of belonging to the same organization must remain palpable. In other words, even when everyone is at home, they need to feel part of a “we”. 

Conclusion: focus on balance, not extremes 

The debate is no longer “in-office or remote work,” but “how to combine the two intelligently.” 

Remote work doesn't dilute culture: it encourages us to revisit it in a coherent way. It's an opportunity to adapt, not a setback. 

And if you're looking for a good time to strengthen team bonds? This is it. Summer's approaching, and so are the vacations. It's the perfect time to organize after-work get-togethers or a team golf tournament. This will nurture your team culture in a way that Microsoft Teams can't!