The workplace landscape has undergone a dramatic transformation over the last five years, with remote and hybrid working models becoming standard practice across countless industries.

During the height of the pandemic in 2020, approximately 40% of UK workers found themselves operating from home – a remarkable shift, particularly when considering how many positions in sectors like hospitality and manufacturing simply cannot accommodate remote arrangements.

For our business, workplace flexibility wasn’t a pandemic adaptation. Launched in 2019, just months before global lockdowns began, we embraced a remote-first approach early in our journey and embedded it into our company culture. Though this period presented its share of obstacles, it simultaneously revealed remarkable advantages we hadn’t anticipated.

The shift accelerated demand for cloud-based solutions, expanded our access to talent by eliminating geographical constraints, and enhanced work-life integration – factors that directly correlate with higher engagement and performance levels.

The current debate: flexibility vs. mandated returns

Given these clear advantages, the recent wave of companies implementing rigid return-to-office (RTO) policies has been particularly surprising.

Despite vocal employee resistance, many employers are pushing forward, raising fundamental questions about remote work effectiveness. Can teams truly maintain productivity levels outside traditional office settings? Is there sufficient trust in remote performance? Are workers missing crucial face-to-face collaboration opportunities or chances to develop interpersonal skills? What about mentorship and professional development?

These concerns have merit. However, they’re based on the assumption that remote work follows a universal template. The reality is that success with flexible arrangements depends heavily on company structure, organisational culture, and team composition.

Our remote-first success story

Remote work has been instrumental to our growth trajectory. Launching our business just before the pandemic meant we were initially operating under traditional assumptions – that client meetings and product demonstrations required physical presence. Our sales professionals would invest hours traveling between locations for just one or two face-to-face presentations daily, making it challenging to compete with established competitors.

The lockdown period transformed this dynamic entirely. Virtual meetings enabled us to conduct multiple product demonstrations each day, location becoming irrelevant. As our team expanded, we successfully recruited exceptional talent from around the UK while preserving our culture of trust and accountability.

Our approach centres on results rather than visibility. We don’t monitor whether team members are physically present in an office during standard hours. Instead, we empower individuals to structure their work around their personal circumstances, which consistently leads to enhanced performance and job satisfaction. This flexible philosophy contributed to our recognition as a Sunday Times Best Place to Work in 2024.

Understanding the Return-to-Office Movement

What’s driving major technology companies back toward office-centric models? Many of these organisations depend significantly on graduate recruitment programs, where entry-level professionals gain substantial value from direct mentorship and peer collaboration. For such companies, physical workspaces serve as crucial environments for fostering teamwork and developing essential skills among newer, less experienced team members.

Furthermore, these large corporations often function in departmental silos, with employees feeling disconnected from broader organisational objectives, making remote engagement particularly challenging.

Smaller scale-up companies like ours function quite differently. We operate as a mission-focused organisation with a closely connected team united by shared objectives. This collective commitment maintains engagement levels regardless of work location.

Up until now, as a growing company, we’ve intentionally prioritised experienced professionals over entry-level hires. These are proven performers with established track records, capable of driving our required growth without constant oversight.

They’ve already navigated traditional office environments and understand how to maintain productivity without lengthy commutes or compromising personal time. Having experienced the benefits of integrated work-life balance, they’re not interested in reverting to old models.

These cultural distinctions may explain why remote work served as a temporary solution for large tech firms, while continuing to provide long-term strategic value for agile scale-ups.

Prioritising wellbeing

As we continue expanding, it’s essential to regularly evaluate how our remote-first model serves both business objectives and employee needs. For instance, might offering additional in-person workspace options prove beneficial over time? Regardless, maintaining individual autonomy will remain fundamental.

For organisations like ours committed to remote work, safeguarding employee wellbeing demands continuous attention and investment. While flexibility delivers significant benefits, reduced face-to-face contact means leaders must work more intentionally to build connections and monitor team welfare. When leading remote teams, I typically recommend these approaches:

Understand your team members personally

Leaders should invest time learning about their teams’ individual situations. Do employees live alone? Might they experience isolation? Are they successfully maintaining work-life boundaries? Addressing these sometimes-difficult questions ensures team members feel valued and supported long-term.

Maintain consistent one-to-one meetings

Regular individual meetings help managers stay connected with team members’ challenges, aspirations, and development. When checking on employee wellbeing, ask yourself: “are they genuinely thriving?” Remote work can obscure subtle cues and non-verbal communication that serve as important wellbeing indicators or signs someone might be struggling – signals more readily apparent in office environments.

Foster social connection opportunities

While we operate remotely at iplicit, we recognise the value of in-person interaction. Twice-yearly company gatherings, quarterly departmental meetings, and location-based social events enable our team to connect and recharge while reinforcing our shared mission. Remote work isn’t a passive solution; it requires intentional leadership to ensure employees feel appreciated and connected.

Closing thoughts

Though remote work may be declining in large technology companies, it will continue providing strategic advantages for scale-ups. Flexibility, trust, and purpose have powered our expansion and remain fundamental to our organisational culture.

Remote-first arrangements won’t suit every organisation. However, for companies prepared to invest in their people and mission, it offers an effective approach to attracting, retaining, and empowering exceptional talent. While others implement strict RTO requirements, we’re capitalising on this opportunity by championing flexibility and building for sustainable success.

The essential question isn’t remote versus RTO; it’s identifying what aligns with your culture, principles, and objectives. For us, the conclusion is evident: remote work isn’t a passing trend. It’s our identity.