BUSINESS NEWS - When the COVID-19 pandemic forced offices to close in 2020, remote work was introduced as a necessity rather than a carefully planned workplace strategy.

Kitchen tables became offices, meetings moved online and businesses rapidly adapted to a new way of working.

Five years later, flexibility remains a defining feature of many workplaces - although some global companies are now pushing employees back into offices.

Global companies rethink hybrid policies

Amazon introduced a five-day office expectation in January 2025, while companies including JPMorgan Chase and Dell have also moved towards increased office attendance.

Other organisations, such as Google, have maintained flexible work arrangements while encouraging employees to spend more time collaborating in person.

Despite different approaches, many companies agree that face-to-face interaction remains important for building relationships, strengthening company culture and encouraging innovation.

Locally, financial services provider The Unlimited has retained its hybrid working model after more than five years of implementation.

This raises an important question: Why does hybrid work succeed in some organisations but struggle in others?

Leadership determines whether hybrid work succeeds

According to Helen Bredenkamp, Group Head of People and Culture at The Unlimited, the success of hybrid work depends largely on how it is managed.

"Without deliberate leadership, the model can create real risks," she says.

"Communication can become fragmented, people can feel disconnected, and leaders can struggle to assess performance. But that doesn’t necessarily mean hybrid work has failed. It may mean the business hasn’t built the structures needed to support it."

Bredenkamp believes a well-managed hybrid approach can benefit both employees and businesses.

"People gain flexibility and trust, while the business retains the accountability, connection and performance it needs."

Five ways businesses can make hybrid work successful

1. Have a clear purpose

Hybrid work should not simply become the default option. Businesses need to understand why they are adopting the model.

Reasons may include accessing a wider talent pool, retaining specialist skills, improving employee satisfaction or allowing employees to complete certain tasks more effectively.

At The Unlimited, the model has helped the company retain valuable experience and specialist skills when employees have relocated internationally, while also allowing access to talent across South Africa without requiring relocation.

A clear purpose allows businesses to measure whether hybrid work is achieving its intended goals.

2. Measure results, not visibility

Successful hybrid teams focus on outcomes rather than hours spent in an office.

Employees need clarity around expectations, responsibilities, deadlines and how their performance contributes to business objectives.

At The Unlimited, employees set annual "big, hairy" goals linked to measurable outcomes.

The company uses Scrum methodology to maintain focus and conducts regular performance reviews to strengthen accountability and ensure attention remains on impact rather than physical presence.

3. Make communication intentional

In traditional office environments, information is often shared through informal conversations. Those opportunities are reduced when teams work remotely.

Regular communication becomes essential.

The Unlimited addresses this through Engage, a company-wide meeting held every second Friday where employees share updates, align around goals, reinforce values, recognise colleagues and provide feedback.

4. Use technology responsibly

Cloud technology has played a major role in enabling hybrid work by allowing employees to collaborate and access information from different locations.

However, increased digital connectivity also brings cybersecurity risks.

Bredenkamp says protecting company and customer information requires involvement from every employee, not only the IT department.

The Unlimited provides security awareness sessions and practical guidance to help employees safeguard information.

5. Make office time meaningful

Culture does not happen automatically in a hybrid environment.

Companies need to create opportunities for meaningful interaction, collaboration and relationship-building.

Office days should not simply involve employees attending online meetings from another location.

Instead, in-person time should focus on activities that benefit from physical presence, such as teamwork, problem-solving, training and creative discussions.

The Unlimited uses initiatives such as "Love Days", where employees connect through community outreach projects and shared experiences.

"The office should offer something that’s difficult to recreate at home. It’s not about people being present. It’s about using that presence well," says Bredenkamp.

Hybrid work requires balance

Bredenkamp says hybrid work should not be viewed as an alternative to the office, but rather as a workplace model that requires careful planning.

"Hybrid work isn't the easy option. Nor is it an argument against the office," she says.

"To succeed, it requires clear expectations, purposeful communication and active leadership. When the reasons behind adopting the model are clear, and the risks are deliberately managed, performance and flexibility don't have to compete."

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