Why Do I Have to Return to the Office?

Working from home gave us freedom—no commutes, fewer distractions, more autonomy. But now, many are being asked to return to the office. Why? Isn’t remote work “the future of work” we all embraced?

The answer isn’t control. It’s connection. Innovation, culture, and collaboration don't happen in isolation. They need shared spaces, spontaneous encounters, and a sense of belonging that Zoom can’t replicate.

In “Nothing Comes From Nothing,” my latest monthly column for Kölner Stadt-Anzeiger, I explore why being present still matters, what remote work can’t replace, and how companies can find the right balance instead of falling into all-or-nothing thinking.

Why do I have to be back in the office five days a week? I hear this question frequently, especially from those who experienced how effectively remote work can function. Indeed, for many, remote work has been beneficial: no commuting, more family time, and focused work. However, while individual productivity often remained stable, something else suffered: our ability to innovate.

Many people associate innovation with developing the next big product, thinking it’s the responsibility of the R&D department. But innovation happens everywhere: small improvements, new collaboration methods, and leadership practices. Management thinker Gary Hamel, known for his book Humanocracy, argues that innovation should not be limited to a select few. Everyone should have the opportunity to contribute ideas and initiate change—not just once a year, but every day. Innovations also emerge in marketing or customer service, usually through direct conversations, changing perspectives, or problem-solving discussions. These essential interactions often disappear when everyone works remotely.

A critical aspect is serendipity: the emergence of great ideas through chance encounters. The best ideas often come from informal interactions by the coffee machine, in corridors, after meetings, or on the way to lunch. Such spontaneous encounters rarely happen when working from home. Of course, 100 percent remote work can function, but only under special circumstances. Small, digitally mature teams can sometimes manage it. However, this is rarely realistic in larger organizations that have numerous new employees, interfaces, and coordination needs.

The question isn't about choosing between office and home. It’s about finding the right balance: How many days are reasonable, and for what purpose? I advocate for three to four days per week in the office, provided that this time is used effectively. The goal isn’t to spend the day in video conferences, but rather engaging in exchange, collective learning, collaboration, spontaneous meetings, and fostering a sense of belonging. New employees especially benefit from this, as remote onboarding often remains superficial and true mentorship is scarce.

Naturally, there are challenges: some companies have reduced office space or experienced significant growth. This calls for smart concepts like desk sharing, team days, or hybrid models. Presence has become crucial again—not due to a desire to control but out of genuine conviction.

Let's also address privilege: Many people—doctors, nurses, craftsmen, salespeople—never had the option to work from home. For them, flexibility is unheard of. It's therefore even more important for us to consciously utilize the freedom we have. Sometimes just one home-office day per week significantly helps balance family and work life, particularly for parents.

Another important point: Those who demand 100 percent remote work must consider if their job could be done more cheaply elsewhere—in another city or even another country. If location doesn't matter, why pay Munich or Cologne salaries? Companies must be economically prudent. Employees without strong ties to their company quickly become a cost factor. And what do businesses do with costs? They optimize them.

This perspective is tough but realistic. Hence my stance: For most large companies, deliberate presence is necessary—not because leaders crave control, but because culture, innovation, and a sense of belonging develop best this way. Companies like Amazon and Apple don't enforce office presence without reason; they do it strategically. Sustainable success demands more than good Wi-Fi; it requires meaningful human connections. From Nothing Comes Nothing