Remote Work and the Hidden Side of Organizational Change
Remote and hybrid work have become defining features of today’s workplace. Many employees appreciate the flexibility, the freedom from commuting, and the comfort of working in familiar surroundings. What began as a temporary solution during a global emergency gradually evolved into a long-term operating model. Like many rapid organizational shifts, it happened faster than people were prepared for, and in many cases the transition lacked the communication, clarity, engagement, and support that are essential components of successful change.
In the early phases, there was a strong sense of accomplishment. Teams adapted quickly, learned to navigate new technology, and found ways to stay productive without being physically present. From a purely operational perspective, the transition was impressive. Yet as a change professional, I recognized early signals that the human side of the change was not being fully addressed.
As the Wall Street Journal recently highlighted, organizations are now grappling with the longer-term effects of remote work. Productivity measures may remain acceptable, but softer, more human elements of work, collaboration, informal learning, innovation, and culture appear to be fading. These are not “nice-to-have” elements. They are the connective tissue of an organization, and they are incredibly difficult to rebuild once weakened.
Looking back at my own early career, I now see how much of my development came not from formal instruction but from proximity. The office wasn’t just a building. It was a learning environment. It was where you could hear how a difficult conversation was handled in the next cubicle and where observing a leader’s body language taught more than any PowerPoint ever could. Many of the confidence-building experiences that shaped my approach as a change professional came from watching others, asking questions in the moment, and learning how to collaborate face-to-face.
There is one project from those early years that I still revisit. Our team was hired to write training for a brand-new software system. The only trouble was that the software was nowhere near ready. Each morning, our team arrived at the office, ready to work, only to discover that nothing had progressed. We waited, and then we waited more. Development continued at its own pace.
From a distance, that situation might appear inefficient. Logically, remote work would have saved time, effort, and travel. But in those weeks of waiting, something meaningful happened. We talked. We brainstormed possible training approaches. We anticipated where users might struggle and how the training could support them. We shared frustrations, refined ideas, and built better ones. More importantly, we learned one another’s strengths. We built trust. We created psychological safety. Without realizing it, we were developing the very conditions needed for a successful change initiative.
By the time the software was finally ready and the real work could begin, we already operated as a cohesive team. Had we been remote, we likely still would have produced a functional training product. Yet the sense of shared ownership, trust, and connection would have been much harder to build.
Today’s early-career professionals are starting their careers in a very different context. Instead of learning through observation and informal mentoring, they join scheduled meetings, complete tasks, send messages, and log off. Their work may be technically correct, but the subtle learning that shapes confidence, communication, and leadership may not be occurring at the same depth. As change practitioners know, learning is not only cognitive. It is relational, experiential and thrives in community.
Remote work absolutely offers meaningful benefits. Many individuals experience fewer distractions, greater flexibility, and better integration between work and life. However, meaningful organizational change requires more than individual productivity. Successful transformation depends on communication, engagement, and relationships. These elements require intentional attention in hybrid environments, because they no longer occur naturally.
The future of work will likely remain a blend of virtual and in-person collaboration. The question now is not whether one format is better than the other. Instead, the question is how we intentionally design physical or virtual environments that support connection, build culture, and create conditions where people can learn from one another.
From a change management perspective, the lesson is clear. We can no longer rely on proximity to build relationships or culture. We have to plan for connection, communicate purpose, engage people meaningfully, and support the human side of change with a deliberate approach.
When I reflect on those early days in the office, including the uncertain, inefficient, and sometimes frustrating days, I feel grateful. Those moments shaped my resilience, my understanding of people, and the way I approach organizational change. They gave me the experiences that later helped shape the READY framework and my life's work
helping individuals and organizations adapt with confidence.
As we continue redefining how work fits into our lives, perhaps the most important question is no longer where work happens, but how we help people stay connected, supported, and able to grow while they are doing the work.
Because at its core, organizational change has always been about people learning, adapting, collaborating, and creating meaning together. How has hybrid or remote work affected learning, connection, and culture in your organization? What practices have helped support meaningful collaboration?
Wall Street Journal Article https://www.wsj.com/lifestyle/workplace/return-to-
office-remote-work-impact-29830f12
