Office work is over. Wishes won’t bring it back.

Joan Westenberg
5 min readNov 13


Once upon a time, in a world not so different from our own, the archetype of professional success was encapsulated in the image of an individual clad in a sharp suit, briefcase in hand, heading towards a towering glass edifice — the Office ™️. This was more than just a workplace; it was the epicentre of productivity, a bastion of teamwork, and a symbol of career achievement. But a quiet revolution has been reshaping this narrative: the steady, unrelenting rise of remote work. It’s increasingly apparent that those holding onto the office-centric dream are akin to fairytale characters, clinging to a story that no longer fits the contours of our evolving work culture.

The traditional office, as we have known it, is a product of the industrial revolution. It was designed for an era where physical presence was synonymous with productivity, an age that necessitated centralised supervision and uniform working hours. Fast forward to the 21st century, and this model is anachronistic. Technological advances, including high-speed internet, cloud computing, and collaborative digital platforms, have effectively severed the once-indispensable link between physical presence and productive work.

The global pandemic served as a catalyst for the shift. The mass migration to remote work was initially seen as a makeshift solution, a bridge back to normalcy. As the pandemic wore on, a new narrative began to emerge. Contrary to widespread apprehension, productivity did not nosedive; for many, it soared. Employees found solace in the absence of draining commutes, the newfound flexibility of their schedules, and the comfort of their personalised workspaces. Concurrently, businesses began to notice tangible benefits from reduced overhead costs associated with physical office spaces. In workers’ minds, this temporary shift was morphing into a permanent transformation.

A contingent of corporate traditionalists still staunchly advocate for the supremacy of the office. They speak nostalgically of impromptu (and utterly fictional)’ water cooler’ conversations, the random encounters that supposedly ignite innovation, and the camaraderie that comes with physical proximity. Even if there were a grain of truth to these arguments, they romanticise the reality of office life, overlooking its many drawbacks: exhaustive commutes, incessant interruptions, rigid work schedules, and environments that don’t cater to individual work styles or personal needs.

It’s hard not to view the insistence on office-centric work as, in part, a desperate grasp at maintaining traditional power dynamics, particularly for a demographic who have long equated physical oversight with control and productivity. Power-hungry middle managers and office work consultants stubbornly holding onto roles in a play that has long since ended are the embarrassing vestiges of a bygone era, parading around a stage of cubicles and conference rooms, championing the virtues of ‘face time’ and ‘synergy’ after their audience has already moved on. While perhaps pitched in a desire for efficiency, their perspective betrays a more profound, more antiquated belief: the notion that workers, if not constantly watched, might veer off the path of productivity. It’s a mindset that reflects an era of management that prioritised visibility over trust and presence over outcome.

For many managers, the office has been more than just a workspace; it has been a realm where their authority and sense of self-importance are visibly and tangibly reinforced. The daily rituals of office life, from morning briefings to the oversight of desks, have long been integral to their managerial identity. In such a context, the shift to remote work can feel like a direct challenge to their traditional role, threatening to diminish their perceived indispensability and undermining their long-held methods of supervision.

This clinging to traditional office work shows an undercurrent of deep, sad insecurity. The ability to directly oversee, to be the immediate point of contact, and to visibly steer the ship provides a sense of control and purpose. Remote work disrupts this dynamic with its inherent requirement for trust and autonomy. It demands a shift from a style of leadership rooted in power and ego to one centred on faith, clear communication, and outcome-based evaluation. For some, this transition can be unsettling, challenging long-standing beliefs about what it means to lead and manage effectively.

The reality is that effective management in the modern workplace is less about maintaining a watchful eye and more about fostering a culture of mutual trust, clear goals, and support. The challenge for managers in this new era is to adapt, to learn to lead teams that are not physically present, and to measure success not by hours spent at a desk but by the quality and impact of the work produced.

The remote work era prioritises actual efficiency, inclusivity and adaptability. It opens up employment opportunities to a broader demographic, cutting across geographical boundaries, physical abilities, and diverse life circumstances. It recognises individuals’ varied productivity rhythms, family commitments, and personal preferences. This shift is not a fringe benefit, it represents a fundamental change in recognising the workforce as individuals with rich lives outside their jobs.

The implications of this shift extend beyond individual work habits. Environmentally, less commuting means a significant reduction in carbon emissions. Economically, companies stand to save substantially on the costs associated with maintaining large office spaces. The trend has the potential to reshape urban landscapes, as the decentralisation of the workforce could lead to a more balanced economic activity distribution across cities and towns.

In recognising that a one-size-fits-all approach is no longer feasible, many organisations are gravitating towards a hybrid model. This model aims to strike a balance, combining the flexibility of remote work with the option for in-person collaboration when necessary. It’s a compromise that acknowledges the advantages and challenges of both remote and office work.

The yearning to return to an office-centric world is an obstinate longing for an era that no longer aligns with our present reality. The future of work isn’t about reverting to traditional norms but about embracing the possibilities brought forth by flexibility, inclusivity, and technological advancements.

In this reenvisioned narrative, professional success isn’t defined by proximity to a physical office but rather by the quality and impact of our work and our ability to balance professional responsibilities with personal well-being.

The era of remote work isn’t a fleeting trend or a stopgap measure; it’s a fundamental shift that’s here to stay. As we turn the page on the obsolete fairytale of the office work era, we are writing a new chapter authored by millions of remote workers actively shaping a more flexible, inclusive, and sustainable future. Office work fanatics may be slow to recognise that the ship has sailed, but this isn’t just a passing phase. It’s the new, redefined happily ever after.



Joan Westenberg

🍕 I write about tech + humans + economics.