In her article in the FT (September 21), “Why ‘hybrid’ working spells trouble for companies” Pilita Clark writes that companies need to be very cautious about adopting a hybrid workplace that combines remote working and being based in the office. And specifically she argues that a major drawback of ‘hybrid’ working is if the boss goes back to the office there will be a divide and those working remotely will be seriously disadvantaged. “Over time, no matter how much (companies) insist they support people at home, everyone will know that to get ahead, you should be in the office.”

We agree with Ms. Clarke’s points about how making remote working a success requires careful planning and that the decision of what model to use should not be taken lightly. But we don’t feel that for staff to be productive and happy and to feel supported, they must always be based in the same location as senior management.

Key to our success has been care to focus on the culture of our practice to keep people engaged. As a result, despite having less physical presence from our senior team and designers working both from home and the office, everyone has been able to collaborate and feel connected as effectively as if they had all been sitting side-by-side.