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The decision by large companies to mandate a full return to the office, despite achieving record profits during the COVID-19 lockdowns, raises questions about their stated motivations.

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Claims of fostering “culture” or “leading from the front” appear disingenuous when many executives themselves leveraged remote work without issue during the pandemic.

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Employees rarely interact directly with senior leadership in casual office settings, undermining the argument that in-person presence drives meaningful cultural engagement.

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A more plausible explanation lies in financial incentives tied to office occupancy. Many companies benefit from tax breaks or subsidies linked to maintaining high occupancy rates in commercial buildings, which would otherwise lose value if left underutilized.

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@𝚆𝚘𝚛𝙼𝙿𝟹:~$: :t_blink:

The generational shift in workplace expectations is also notable. Millennials and younger professionals prioritize productivity over presenteeism, valuing results rather than time spent at a desk.

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As these individuals ascend into leadership roles, traditional metrics of success—like physical office attendance—are likely to become obsolete.

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Shareholders may soon recognize that clinging to outdated practices risks alienating a workforce that has proven remote work can be both efficient and profitable.

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