Working From Anywhere Isn’t for Everyone: Why Offices Still Matter

Working from anywhere in the world may sound like a dream model – not from a busy office, but from an ocean coast, without daily meetings and with more freedom to plan your own time. However, practice shows that the fully remote work model that became widespread during the pandemic is no longer seen today as a universal solution.

Evelina Latyšovič, Head of Business Operations at ManpowerGroup Lithuania, notes that enthusiasm for work without an office has faded. Although there are indeed major companies worldwide that allow remote work, the lesson learned is that it must be a very conscious choice – requiring maturity, self-discipline, and clear agreements. Recent trends show that fully remote work is increasingly being replaced by a hybrid model, combining flexibility with live team interaction and clearer work structures.

The numbers confirm this. An analysis based on Forbes and LinkedIn data reveals that in 2023–2024, the number of job postings offering fully remote work decreased by 23%. This does not mean employers are abandoning remote work. According to Latyšovič, the model remains effective when teams operate across multiple time zones, when uninterrupted operations are needed, or when companies aim to reduce office costs. However, it does not work equally smoothly in all sectors.

“Sometimes it is believed that remote work is only suitable for technology companies. Partly, this opinion is justified – in areas where live interaction is essential, such as sales or marketing, it can sometimes work more complicatedly. But even technology companies have sales and marketing departments. Therefore, remote work is not only a privilege of the tech sector – in many organizations at least part of the team can work remotely,” the expert says.

In Lithuania, the number of offers for fully remote work is gradually increasing, but attitudes toward what such work truly means are also changing. It is becoming increasingly clear that an agreement to work from home alone is not enough. For remote or hybrid models to work in the long term, organizations need to review internal processes – from distributing responsibilities and setting goals to leadership style. Without clear rules, agreements, and consistent leadership, flexibility quickly turns into uncertainty, which exhausts both employees and managers.

“If an employer is not properly prepared, they risk losing a remote or hybrid employee not because the person lacked self-discipline, but because the organization simply does not have the cultural elements needed – set goals, agreed results, responsibilities, process monitoring, and regular feedback,” Latyšovič notes.

Freedom Requires Self-Discipline

Public discourse often paints a conflict between employers and employees – as if one side wants everyone back in offices, while the other wants to work only remotely. But reality is more nuanced. A 2025 Gallup study showed that only 23% of working Gen Z Americans would like to work exclusively remotely, while employees from older generations more often choose a hybrid model.

Latyšovič explains that although people value the freedom to plan their time, many realize after trying it that professional growth, mentorship, and connection with colleagues are difficult without live contact. This is especially felt at the beginning of a career or when changing roles, when learning happens not only through tasks but also by observing others – how decisions are made, situations handled, and communication carried out with clients or teams. These informal experiences are often missing in remote work.

Over time, some employees start to miss social interaction, experience loneliness, blurred boundaries between work and personal life, and even burnout.

“Many of these problems can be addressed, but it requires awareness – the ability to set boundaries, reflect with managers about workload, and create a suitable work environment at home,” the expert says.

For these reasons, some employees and organizations rethink expectations and choose a hybrid model, allowing balance between freedom and structure. This solution offers flexible work while maintaining team rhythm, more frequent communication, and stronger connections between people.

The Foundation of Success – Agreements and Trust

Work “from anywhere” also creates challenges for employers. According to Latyšovič, issues most often arise when organizations are not prepared, because working from different locations makes it harder to maintain a shared rhythm and engagement.

“If there are no agreements and no trust, chaos emerges – employees may lose direction, and employers may notice problems too late,” she says.

This is especially relevant for managers, who must redefine their role as leaders – relying less on control and more on clear communication, agreements, and trust. Remote work often exposes not only process gaps but also leadership weaknesses.

Managers must also learn to trust people working remotely. Excessive control and micromanagement do not build connection – they destroy motivation.

“The most important thing is to evaluate results, not try to control every step,” Latyšovič emphasizes.

A separate topic is employee monitoring and fear that work will be imitated. Technically, it is possible – from tracking work hours to monitoring activity. But strict control often produces the opposite effect: it complicates collaboration, reduces initiative, and encourages employees to focus on formal accountability rather than results. Therefore, some organizations choose another path – clear agreements, regular dialogue, and greater transparency.

Work Can Be Imitated Even in the Office

Latyšovič notes that pretending to work is not exclusively a remote-work phenomenon.

“Talented employees will always find ways to work faster, regardless of whether they are in the office or working remotely. And in the office, work can also be imitated – drinking coffee for long periods or engaging in unnecessary conversations and initiatives that consume endless amounts of valuable time,” she says.

Therefore, the key question for organizations remains the same: what matters more – time spent or results achieved? According to the expert, fully remote work is unlikely to become the dominant model in Lithuania in the coming years, but it will remain a strong competitive advantage in the fight for talent.

Advice for Employers

1. Do not introduce remote work as a “bonus” if you are not prepared.

Without clear processes, goals, and responsibilities, remote work quickly becomes a source of disappointment for both sides.

• Evaluate results, not login time.

Excessive control destroys trust – the key criterion should be achieved results and process efficiency, not hours spent.

• Invest in managers’ competencies and team connection.

Remote teams need more conscious communication, clarity, and regular feedback.

Advice for Employees

1. Carefully assess whether work without daily contact suits you.

Work from anywhere requires not only freedom, but also the ability to plan independently, solve problems, and learn without constant help.

• Do not confuse distance with flexibility.

Working from home or another country does not necessarily mean less workload or more free time – boundaries between work and rest often must be set by yourself.

• If you are just starting your career, consider a hybrid model.

Live contact, mentorship, and the opportunity to learn by observing colleagues often accelerates professional growth.