Rethinking RTO: A Closer Look at the Evolving Future of Work

As organizations continue to refine their return-to-office (RTO) policies, the divide between industries—and even within them—has grown more pronounced. For some sectors, the decision is straightforward: physical presence is essential to the nature of the work. But in technology, where output is often digital and collaboration is virtual, the landscape is more complex.

At the center of the debate is a question with no universal answer: What does the modern workplace need to look like to support productivity, innovation & sustainability over the long term?

The Technologist’s Edge: Why Remote Can Work Exceptionally Well

Unlike roles in manufacturing, healthcare, retail, or logistics, most technology jobs—engineering, design, product management, data science—can be done effectively from virtually anywhere. Many tech companies were remote-ready even before 2020; the pandemic simply accelerated a transition already underway.

Pros for the Tech Sector:

• Deep Work & Focus: Remote settings often offer fewer distractions than open-plan offices, especially for engineers & designers who need long periods of concentration.
• Wider Talent Pools: Remote-friendly policies allow access to skilled professionals beyond the bounds of high-cost urban hubs like SF or NYC.
• Improved Retention & Flexibility: Many tech workers cite flexibility as a top benefit. Forcing a return to office can lead to attrition—especially in competitive talent markets.

However, it’s not all upside. While remote work supports individual productivity, it can strain team dynamics, reduce spontaneous collaboration, and challenge onboarding & mentorship for junior team members.

Outside Tech: The Case for Physical Presence

In contrast, many other industries depend on physical presence. Retail staff can’t serve customers from home. Healthcare providers need to be hands-on. Even in finance, legal, or consulting fields, in-person client interaction often remains a cultural or practical expectation.

For these sectors, RTO isn’t just about preference—it’s about necessity. But even here, hybrid models are emerging, especially in back-office functions, signaling a broader shift toward flexible work arrangements where possible.

Broader Impacts: Social, Economic, and Financial Considerations

Beyond organizational performance, the shift between remote and in-office work carries significant ripple effects:

1. Urban Economics

• Cities that once thrived on office density—think lunch spots, dry cleaners, public transit systems—are experiencing reduced foot traffic and lower revenue.
• Conversely, smaller towns and suburbs have seen population growth and rising home prices as remote workers relocate for space and affordability.

2. Commercial Real Estate

• Companies embracing remote work are downsizing or exiting leases, contributing to uncertainty in commercial real estate markets.
• At the same time, firms with rigid RTO mandates may face underutilized space and rising costs for office maintenance and amenities.

3. Social Cohesion & Mental Health

• For some workers, the return to office provides needed structure, connection, and support—especially younger employees early in their careers.
• For others, commuting and rigid schedules reintroduce stressors that had been eliminated by remote work, impacting well-being and productivity.

4. Equity & Inclusion

• Remote work can open doors for those historically excluded from certain workplaces—caregivers, people with disabilities, and those living in underrepresented geographies.
• However, without intentional effort, remote models can also lead to proximity bias, where those in-office are perceived as more engaged or promotable.

No One-Size-Fits-All Solution

At Make & Build, we’ve seen firsthand that success isn’t about choosing remote or in-person—it’s about designing intentional systems that match the needs of the business, the team, and the individuals doing the work.

For technology organizations in particular, there’s an opportunity to lead by example: to reject binary thinking and instead develop adaptive models that evolve over time, based on data, trust, and shared outcomes.

In the end, the question shouldn’t be “RTO or remote?”—it should be “What do we need to build well, work well, and live well?”