The real issue isn’t “how many days” — it’s “how we work together.”
Many organisations have tightened their hybrid policies.
More mandatory days.
More monitoring.
More discussions about attendance.
Yet office occupancy often stabilises rather than rises significantly — and frustration can quietly grow on both sides.
The real challenge is not forcing presence, but giving it meaning.
If the office is reduced to a place of obligation rather than coordination, learning and decision-making, return-to-office efforts will continue to feel like a negotiation instead of a strategy.
Download the full report to assess your own hybrid maturity and define your next step.
Attendance is visible. Collective performance is not.
Most companies now track presence.
Fewer can clearly explain how hybrid work supports faster decisions, stronger collaboration or better innovation.
When attendance becomes the main KPI, it shapes the conversation — but it doesn’t necessarily improve outcomes.
The question leaders increasingly face is this: are we optimising space, or are we designing a system that truly supports how teams create value together?
From return-to-office to hybrid maturity
Hybrid work will not stabilise through policy adjustments alone.
It requires clarity on the role of the office, shared principles across teams, and practical frameworks that turn flexibility into structured collaboration, like team agreements.
Our 2026 Hybrid Working Report explores what has really changed, where organisations struggle, and how leaders can move from managing presence to designing performance.
Return To Office (RTO) is just one facet of a broader challenge: successfully transitioning to sustainable and effective hybrid working models.
Discover more articles, studies and testimonials in our Analysis section to deepen your thinking and inspire your strategy for the future of work.
