An office mandate won't improve innovation!

Dragging employees back to the office won’t magically spark innovation. Real progress doesn’t come from sitting at the same desks; it comes from strategic, purposeful collaboration. If companies want breakthroughs, they don’t need an office mandate—they need a "collaboration mandate". We need to stop obsessing over WHERE we work and start investing in practices that drive WHEN and HOW we collaborate.

In our latest PEX article Philip Arkcoll and I argue that the battle between remote and in-office work seems to be tipping in favor of the latter , with major players like Amazon, Disney, Google and Meta leading the charge back to traditional office environments. These companies argue that in-person collaboration is essential for sparking creativity and driving innovation. Growing concerns over the impact of hybrid work on innovation and other matters have prompted?70 percent of organizations ?to plan for more in-office days by 2025.

The truth is, our collaboration practices weren’t all that effective before the pandemic. We relied too much on chance encounters rather than intentionally cultivating bridging relationships, and we often failed to protect time for deep focus and team concentration. The pandemic exposed these cracks, yet instead of fixing them, we seem more preoccupied with getting people back into physical spaces. But reverting to old habits won’t drive the breakthroughs companies covet.

This Social Capital Compendium will focus on shifting our focus to creating intentional, high-impact ways to collaborate that fuel engagement, drive innovation, and unlock the productivity gains companies truly need.

proximity is not a panacea

Andre Martin creatively penned a letter to 3M CEO for his more thoughtful, gradual return-to-office strategy. Instead of an abrupt mandate, he thanked Bill Brown for introducing "Collaboration Days," shifting from "Work Your Way" to better foster innovation . He applauds the CEO by first engaging leaders and linking office returns to 3M’s core mission with expectations aimed at enhancing collaboration and growth. Andre concludes his letter by reminding 3M’s CEO that "proximity is not a panacea" and encourages 3M to ensure employees experience the culture they seek to build as they return to the office.

The research continues to evolve in this space, Nick Bloom highlights the findings from a two-year hybrid work experiment at Trip.com , where 1,600 employees were randomly assigned to either five-day in-office or three-day in-office schedules. Results showed no differences in productivity or promotions between the groups.

?Research shows return-to-office mandates cause more ‘quiet quitting’?

Gleb Tsipursky showcases some new research by Great Place To Work reveals that return-to-office mandates increase "quiet quitting," where employees remain in their roles but disengage, affecting productivity and workplace morale. Employees forced to work onsite are 14 times more likely to quietly quit than those with flexible options.

Rebecca Hinds shared Asana's latest State of Work Innovation Report which highlights significant productivity challenges in the evolving workplace. With only 13% of knowledge workers following a traditional 9-to-5 schedule, 59% working in hybrid formats, and 81% using asynchronous communication, the workplace is shifting rapidly. The report also highlights that digital exhaustion is prevalent, with 75% of employees feeling overwhelmed by too many tools, leading to frequent disruptions. She also highlights that while 81% of workers collaborate across teams, only 21% find these collaborations effective.

75% of employees feeling overwhelmed

Network Perspective highlights that collaboration debt, like technical debt, can hinder productivity. They go on to highlight Addy Osmani , an engineering leader at Google Chrome, insights that success comes not from longer hours but from working smarter. Focusing on tasks, eliminating distractions, and maintaining deep, uninterrupted concentration can significantly enhance productivity and creativity.

Evan Franz highlights key findings on the role of peer collaboration in hybrid and distributed work environments. Employees who engage with fewer than 60 peers weekly face a 25% drop in engagement due to isolation. Cross-department collaboration and 4-6 hours of overlapping work time boost productivity and innovation, while asynchronous work models reduce burnout by 15%. Excessive meetings hinder productivity, and many teams suffer from silos that limit information flow. After-hours communication increases overwhelm, while focused work of 3.5 hours daily improves output. Smaller meeting groups enhance decision-making, and Franz urges organizations to use these insights to optimize collaboration.

What does a collaboration mandate look like?

During the Digital HR Leaders podcast conversation with David Green we discuss how organizational networks have changed significantly over the past four years. The shift to remote work initially caused a 30% drop in bridging connections, which are vital for collaboration and innovation, leading to burnout. We go on to discuss as teams returned to the office, they began to rebuild these connections, but this also resulted in an “activity avalanche,” with many non-priority tasks overwhelming employees. Now, the accelerated pace of work driven by AI and technology poses new challenges, requiring organizations to become more intentional in their collaboration practices.

Ryan Pollock shares how a JLL analysis shows the benefits of intentionally designed workspaces on employee well-being and productivity, using EEG technology, cognitive tests, and surveys to compare the effects before and after an office move. Key findings reveal that stress reduction improves cognitive engagement, with redesigned offices boosting productivity and lowering anxiety. JLL also highlights that distributed work models create demand for smaller, private spaces over large meeting rooms. Integrating badge and calendar data can optimize office utilization, and small, flexible adjustments to office layouts enhance employee satisfaction, creating a more efficient and pleasant work environment.

?stress reduction improves cognitive engagement

Omar Ramirez shares some practical insights in seating arrangements that shift conversation dynamics . To foster more vibrant conversations and ensure inclusivity, he and his co-hosts, experimented with different seating arrangements. He emphasizes moving away from hierarchical seating, noting that placing leaders at the corners of the table allows for better communication but still leaves gaps. The ideal arrangement positions leaders slightly off-center, dividing the table into two conversational areas, which encourages engagement without the need for shouting.

Francisco Marin 's article Collaborative freedom challenges us to align tasks with personal interests, allowing choice in collaborators, and offering flexible schedules—fostering a more agile, motivated, and effective work environment. When employees work on things they’re passionate about, motivation, job satisfaction, and expertise rise. He goes on to highlight that flexible schedules enable work-life balance and boost productivity.

In their HBR article Madeline Kneeland , Heidi K. Gardner , and Adam M. Kleinbaum show that corporate offsites boost collaboration and revenue, especially among newer employees. Their study found each offsite generated $180,000 in new revenue within two months, with 17% of connections lasting over two years. Offsites also inspire greater firm-wide collaboration, making them invaluable for organizations with dispersed teams.

each offsite generated $180,000 in new revenue

Hemerson Paes discusses Bayer's initiative to create a Collaborative Network of autonomous teams , successfully forming 1,000 teams in a year under the leadership of Michael Lurie and Lars Bruening . Over four years, Bayer has developed more than 1,100 Adaptive Teams across 89 countries. He highlights that these high-performing teams adopt shared leadership practices that enhance collaboration by focusing on precise teamwork, boundary navigation, knowledge sharing, and addressing collaborative dysfunctions.?

Akio Murakami's article describes how a pharmaceutical company used Organizational Network Analysis (ONA) to find the informal leaders overlooked by traditional methods like manager recommendations. By analyzing internal networks, ONA revealed key employees who provided technical support and knowledge-sharing without formal titles. This intentional approach allowed the company to more effectively leverage its decision-making.

In his article, Jeppe Vilstrup Hansgaard , CEO of Innovisor, discusses three methods commonly used to identify change ambassadors in organizations, emphasizing that only one method reliably leads to successful change. Drawing from his 20 years of experience in change management, Hansgaard encourages leaders to critically assess their approach to selecting ambassadors for change initiatives.

Bart Verheijen discusses the challenge of losing expert knowledge due to retirement or job changes, as average tenure decreases. He explores how Knowledge Mapping can help organizations retain and recover expertise. He highlights strategies for managing teams with senior experts and ensuring redundancy in organizational knowledge to prevent knowledge loss.

How do we help employees connect ?

In his article Why Poor Onboarding Is So Common , Stuart Collins examines the systemic issues causing ineffective onboarding in companies. He shares his own negative experience, highlighting how it can lead to confusion and hinder employee productivity. Collins emphasizes the fragmented nature of onboarding across departments and the need for dedicated management to create a cohesive experience.?

Richard Santos Lalleman emphasizes that new employees instantly become part of the organizational network, yet it can take up to two years for their peers to recognize and seek their input. This delay represents a significant loss of potential value. Lalleman advocates for accelerating trust and visibility to bridge this gap, suggesting that organizations should focus on understanding the analytics behind employee networks rather than merely relying on visual representations.?

Ron Carucci highlights a concerning statistic that 50-60% of executives fail within 18 months of promotion or hire. This high failure rate is particularly troubling given these leaders' roles in shaping and executing organizational strategy. In his Harvard Business Review article, Carucci outlines four key signs that indicate executive struggles to successfully implement the organization's strategy, emphasizing the need for better preparation for leadership roles.

Effective networking is about more than just accumulating contacts—it’s about cultivating deep, mutually beneficial relationships.

Career expert Dorie Clark challenges us to elevate our visibility , build a strong network, and maintain consistent credibility. She challenges us to engage in high-profile initiatives, cultivate meaningful relationships and building credibility through consistent high-quality work and reliability. Doing so is essential for long-term career success, regardless of working location.

In her brilliant article, Rachel Feintzeig highlights how being a “connector” can advance your career by creating value in your network . Connectors build trust and gain access to unique opportunities through thoughtful, personalized introductions. Successful connectors prioritize giving first and leverage simple gestures, like well-crafted intros or hosting gatherings, to foster meaningful relationships. This “pay-it-forward” approach often leads to unexpected career rewards.

To get ahead, learn how to be a connector

Keith Ferrazzi, highlights that the depth of our relationships is critical for happiness, satisfaction, and professional success. Relationships can be categorized into three types: Loose Connections (low-intimacy ties like social media followers), Big “C”onnections (more intimate relationships with friends and colleagues), and Lifeline Relationships (a small group of trusted individuals who provide deep support). To enhance networking effectively, focus on 30 to 50 key Big “C” connections from diverse communities. This strategy maximizes insights and opportunities, fostering deeper bonds and enriching both personal and professional life.

What will employee do in response to the office mandate?

Aaron Chasan and I examined recent findings from Gallup showing that over half of U.S. employees (51%) are open to new job opportunities—a trend likely to fuel future turnover if the job market shifts. The office mandate will only increase these chances. While pay, career growth, and flexibility are common factors in turnover, fostering workplace friendships has emerged as a powerful retention strategy. Studies show that employees with friends at work are significantly more likely to stay, with turnover risk reduced by up to 140% for those well-connected.

Sonja Kurcz emphasizes the importance of having a best friend at work, citing Gallup research that shows employees with such a bond are seven times more likely to be engaged in their jobs. This friendship enhances productivity, safety, and emotional loyalty, contributing to a more supportive workplace culture. However, only 20% of employees strongly agree that they have a best friend at work, indicating a significant area for improvement.

76% of U.S. workers who have close friends at work say that it makes them more likely to remain with their employer

Alexandros Lioumbis explores the difficulties of building workplace friendships in hybrid settings. While hybrid work provides flexibility and reduces commutes, it also diminishes communication quality, making it harder for employees to connect. Given that 76% of workers are more likely to stay with a company if they have friends at work, he suggests "Coremoting"—inviting colleagues to cowork at home—to foster meaningful interactions. Lioumbis emphasizes the need for organizations to facilitate in-person connections to maintain a supportive workplace culture.

WorkTies recently highlighted Christina Bradley , Lindy Greer , and Jeffrey Sanchez-Burks article on how to respond to negative emotions at work and the impact of these responses on employee well-being and team performance. Responding effectively to colleagues' emotions can improve well-being, strengthen relationships, and boost team performance. Many believe discussing emotions at work is unprofessional, but research shows it builds trust. Developing this skill fosters a more supportive and positive workplace.

Organizational Network Corner

Checkout an incredible podcast episode, "Why Social Network Perspective Matters," where Dani Johnson and Stacia Sherman Garr have a brilliant conversation with my good friend and partner, Greg Pryor . His insights, drawn from his upcoming book?The Social Capital Imperative, are nothing short of game-changing. Greg unpacks how our relationships and connections—our social capital—are far more than a nice-to-have; they are the key to driving business success, sparking breakthrough innovation, and propelling careers forward. As always, he has a way of making these ideas not just powerful but deeply practical.

Starling David Hunter challenged Grok's ability to perform social network analysis by providing it with a prompt to create a network graph of friendships among six people. Despite clear instructions about specific friendships and indicating that Candy has no friends, Grok misunderstood the prompt and misrepresented the connections.

Grok failed !!

OrgLens is offering an upcoming Certified ONA Expert course , starting November 2024, is a 3-month program where participants go beyond theory. They’ll conduct a live ONA study, gaining insights into workplace dynamics to enhance real-world outcomes in areas like collaboration and innovation.