We have the debate wrong—it’s not remote vs. office. Furthermore, hybrid work isn’t simply about flexibility; the new knowledge of work is about purposefully designing interactions that foster a vibrant, resilient culture.
I have three ideas I’d like you to consider in this column:
- Culture needs a pulse—not a pixel.
- Learning happens at the speed of ‘me and we.’
- And collaboration needs both place and space.
Culture Needs a Pulse—Not a Pixel
Culture is built on shared, real-world experiences—the kind that goes beyond the agenda of a virtual-only meeting.
When we only connect virtually, we risk creating a culture that feels transactional, even superficial. To truly thrive, culture needs a pulse—those unplanned exchanges and shared insights that can’t be manufactured or fully replicated online—at least part of the time.
Consider Toyota’s “genchi genbutsu” principle, which loosely translates as “go and see it for yourself.”
This approach emphasizes the importance of in-person observation and connection.
At Toyota, employees—whether on the factory floor or in corporate offices—are encouraged to work together in real-time, witnessing problems up close and fostering trust through action.
Hybrid work allows Toyota to keep this culture of hands-on connection alive by structuring in-office time for these critical, in-person interactions that reinforce their values.
Procter & Gamble demonstrates a commitment to culture with their annual “Do the Right Thing Celebration.”
Held each December, this week of activities emphasizes P&G’s Purpose, Values, and Principles (PVPs) by bringing employees together to reflect on these core tenets through ethics discussions, interactive training, and candid conversations with leaders about real-world applications of the company’s values.
The Do the Right Thing week is a deliberate opportunity for P&G to ensure that culture isn’t just words on paper—it’s a living, breathing part of the employee experience and a big part of their organizational purpose.
Culture needs in-person interactions to breathe—to remind people they’re part of something real, not just words on a corporate website or intranet.
The trick for leaders is not to make it 100% remote or 100% office-based. That’s when trouble arises.
Learning Happens at the Speed of ‘Me and We’
Leaders must get into the habit of recognizing that learning is both individual and collective—a balance of “me” (personal growth) and “we” (mentorship and shared knowledge).
This dynamic is critical in workplaces with multigenerational and intergenerational teams, where younger employees need the guidance of seasoned mentors. And where older workers can learn from the fluid intelligence of younger team members.
Without in-person mentorship, organizations miss the chance to bridge generations and transfer essential knowledge.
Consider the culinary industry, where mentorship is a long-standing tradition. At Michelin-starred restaurants like Le Bernardin, younger chefs work directly with masters, learning techniques and insights beyond recipes.
Or how about a long time ago in a galaxy far, far away? Star Wars is not Star Wars unless there is a face-to-face mentoring model. How does Luke learn his initial Jedi skills if Yoda is not mentoring him on Dagobah or Obi-Wan Kenobi on the Millennium Falcon?
I continue to be involved with the award-winning TELUS MBA program, run in partnership with the University of Victoria’s Gustavson School of Business.
It’s a two-year program that begins with a 10-day face-to-face residency and includes six additional face-to-face residencies over the next 24 months. Professors and TELUS executives serve as teachers, mentors, and experts. The remainder of the program is conducted remotely using virtual tools and technologies.
However, those bonds and the rapport developed between all parties do not happen if it’s only a virtual program.
BMW also brings a unique approach to this “me and we” dynamic. Recognizing the invaluable expertise held by senior employees, BMW has introduced a program that transitions long-standing leaders into ‘expert’ roles.
I recently met Tom Allemeier, a director at the BMW Group, who provided context.
He filled me in on a fantastic idea the company has instituted. Rather than stepping out entirely from the organization, experienced professionals can shift from traditional leadership positions to roles as individual contributors dedicated to mentoring up-and-coming leaders, designers, and engineers.
This model allows BMW to retain and share deep institutional knowledge and unique design insights—those “crystallized” aspects of intelligence that only years in the field can bring. It allows BMW experts to share hands-on guidance with mentees while providing the flexibility for newer employees to apply and develop skills independently.
Learning at the speed of’ “me and we” is where individual growth meets the power of shared wisdom, creating a cycle that strengthens everyone.
Collaboration Needs Both Place and Space
If you genuinely want to make a difference, stop calling it “hybrid,” and remember this: work doesn’t happen without collaboration, and collaboration requires both place and space.
For knowledge workers, this balance is essential for good work to occur, where shared environments drive teamwork and individual spaces foster deep focus.
Consider the company Booking.com.
The company’s flexible work model prioritizes meaningful in-person connections while allowing focused work from home. You should also visit their new headquarters in Amsterdam!
Booking.com’s approach empowers employees to find the best mix of “place” and “space” for each project. Teams decide when in-office collaboration will add value—particularly for strategic or high-impact sessions—while handling other tasks remotely to maximize productivity.
It is the very definition of team norms.
The company is a role model: every organization should be helping their leaders with the establishment of team norms.
This team norms concept reinforces that effective work environments aren’t about labels but about optimizing connection and productivity.
Collaboration thrives when we embrace both place and space—because good work doesn’t just happen; it’s crafted together.
Looking Ahead
If you’re a leader, I recommend assessing where you and your team or organization are at with the following concepts discussed above:
- Culture Needs a Pulse—Not a Pixel.
- Learning Happens at the Speed of ‘Me and We.’
- Collaboration Needs Both Place and Space.
Work is not us versus them—office versus remote—it’s not even about hybrid.
When we strip it down to its essence, work is all about culture, learning, and collaboration. These are what get things done.
Figure that out, and you’ve figured out your future as a leader and your organizational culture.
Throw in a little empathy, purpose, and care—while dropping work-life balance and employee engagement concepts in favour of the natural ups and downs of work and life—and you have a blooming workplace.