Why Most Companies Fail at Return to Office (RTO)
How misaligned expectations, lack of intentionality, and poorly designed office experiences are derailing Return to Office efforts — and what forward-thinking companies are doing to fix it
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How a lack of intentionality, poor communication, and misaligned workspaces undermine the purpose of returning to the office — and what successful companies do differently
Why Most Companies Fail at Return to Office (RTO)
How a lack of intentionality, poor communication, and misaligned workspaces undermine the purpose of returning to the office — and what successful companies do differently
As the world moves further away from the pandemic era, many companies are doubling down on Return to Office (RTO) strategies in hopes of reigniting collaboration and boosting productivity. Yet, more often than not, these plans are falling flat. Dissatisfied employees, stagnant productivity, and office spaces that mimic home setups are just a few of the symptoms of failed RTO efforts.
To uncover why so many RTO plans falter, I spoke with Micah Remley, CEO of Robin Powered, a workplace management platform used by over 2,000 companies worldwide. Remley offers a candid perspective on what’s going wrong—and how organizations can do better.
The Management-Employee Disconnect
One of the core issues, according to Remley, is a fundamental disconnect between leadership and the workforce. While management sees RTO as a way to foster collaboration and boost performance, employees—many of whom thrived in remote setups—question the value of returning to offices that often fail to deliver on those promises.
“Employees don’t understand why they’re being called back,” Remley explains. The often-used rationale of in-office collaboration quickly falls apart when workers find themselves seated in isolated cubicles with little to no meaningful interaction—just like at home, only with a commute.
The Cubicle Conundrum
Ironically, cubicle sales have soared as employers try to replicate the quiet focus of remote workspaces. But this highlights a fundamental misunderstanding. Offices are meant to foster spontaneous connection, not mimic solitary remote environments. According to data from the Survey of Working Arrangements and Attitudes (SWAA), the average employee only gains about 80 minutes of face-to-face interaction per week in the office—hardly a compelling reason to return.
Intentionality Is Everything
Remley underscores the importance of intentionality in any successful RTO strategy. Microsoft’s research on “moments that matter” outlines key scenarios—like launching new projects or team-building—that genuinely benefit from in-person work. Yet predicting these moments remains difficult.
Northwestern’s Kellogg School found that 90% of valuable workplace interactions happen through spontaneous desk-side conversations—interactions that require thoughtful co-location and proximity, not scattered seating plans.
The Pitfalls of a One-Size-Fits-All Approach
Rigid mandates like “three days in the office” often backfire, breeding resentment and yielding minimal gains. On the flip side, leaving decisions entirely up to teams can lead to disjointed efforts and confusion.
Remley recommends a balanced approach: provide a clear, structured framework aligned with company values and productivity goals, while allowing team-level autonomy to adapt within those boundaries. This hybrid strategy not only clarifies purpose but also builds employee buy-in.
Measuring What Matters: The Workplace Collaboration Score
What’s rarely discussed is how few companies actually measure the success of their RTO policies. Remley proposes a “Workplace Collaboration Score,” which evaluates:
- Occupancy – Are people showing up? Does attendance align with collaboration goals?
- Ad hoc Collaboration – How often do spontaneous, productive conversations occur?
- Planned Collaboration – Are scheduled meetings actually promoting teamwork?
Robin’s data reveals a staggering insight: 54% of conference room meetings involve only one person on a video call. This points to a fundamental misuse of office spaces and a missed opportunity for real collaboration.
What Successful Companies Get Right
Companies thriving with hybrid and in-office strategies follow a few best practices:
- Team Co-location: Ensuring colleagues are in the office on the same days.
- Proximity Matters: Strategically seating employees to encourage organic interaction.
- Data-Driven Decisions: Equipping employees with insights to choose when and how to work onsite effectively.
These organizations don’t just bring people back to the office—they optimize the experience to justify the return.
Conclusion: Don’t Just Return — Reimagine
RTO doesn’t have to be a failed experiment. When done right—with clear communication, strategic planning, and a culture of intentionality—returning to the office can reignite collaboration, drive productivity, and enhance employee satisfaction.
As Micah Remley aptly summarizes, the goal isn’t to fill desks—it’s to build a purpose-driven, engaging workplace where both people and ideas can thrive. Companies that understand this will lead the future of work—not just manage its return.
