And technology won’t make socializing less dependent on direct interpersonal contact anytime soon. Of course, companies won’t suddenly abandon their offices, because going to the office has never been just about work. After months of working remotely, employers, too, have learned that most tasks are accomplished and most meetings go just fine without the office. Research from before the pandemic established that some workers in wealthy industrialized countries can work effectively from home, and that about 80% of them would like to do so, at least some of the time. The natural experiment forced on the world by the coronavirus demonstrates that the academics and tech visionaries who have been talking since the 1980s about the possibilities of remote work were not exaggerating. IOC staffers, like knowledge workers around the world, were working from home. Constructed over six years, at a cost of $150 million, the new building was empty within just nine months. In June 2019 the International Olympic Committee (IOC) opened Olympic House, its new headquarters, in Lausanne, Switzerland.
The authors conclude by showing how design, technology, and management practices can be used to make tomorrow’s offices more effective as social, learning, and innovation spaces. And it’s through random in-person encounters between people from different functions and cultures that many of the most innovative business ideas are born. In this article they describe the important social functions of an office: It’s where people build trust through personal interaction, learn the nuances of their job, and build and maintain organizational culture.
Going to the office, they argue, has never been just about work. After months of working remotely, we have all learned that most tasks are accomplished and most meetings go just fine without the office.īut that, the authors warn, doesn’t mean companies should suddenly abandon their workplaces.
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