Beyond the Office Debate: Why Strategy, Not Location, Should Define Success

Five years ago today, on March 17, 2020, as President and CEO of CAF America and CAF Canada, I activated our organizations’ full-time remote work plan in response to the global pandemic, the safety of our staff, and our commitment to seamless support of our clients and the charities we serve.

This transition was not reactionary—it was the result of years of intentional planning and organizational readiness. From the earliest days of my tenure, I prioritized business continuity and workforce resilience. One key initiative was “Digital Days,” a structured program of remote work exercises that ensured our team could and would operate seamlessly during disruptions, whether caused by severe weather, power outages, or, as it turned out, a global pandemic.

Because of this foresight and disciplined execution, when the world shut down on March 17, 2020, our transition to remote work was effortless, while other organizations struggled to pivot to work from home. We remained fully operational, continuing to serve our donor clients and the charities they support without disruption. This wasn’t just about reacting to a crisis—it was about ensuring long-term business continuity, operational resilience, and workforce engagement.

Five years later, the workplace conversation is evolving. The real issue isn’t about returning to the office or staying remote—it’s about how leaders design business continuity work for the future. The latest LinkedIn Workforce Confidence Survey shows that remote work has declined from 46% in late 2020 to just 26% today, while onsite work has climbed to 55%. The question executives must ask themselves is: Are our organizations making decisions based on strategic needs or reverting to old models because they are familiar (this is how it's always been done)?

Strategic Resilience vs. One-Size-Fits-All Mandates

Too often, organizations impose top-down return-to-office policies without considering how work has evolved. Our remote work policies were never just about flexibility—it was a strategic management decision that supported business continuity, talent retention, and operational efficiency to best serve and build confidence with our clients.

At CAF America and CAF Canada, I prioritized organizational readiness long before the pandemic. “Digital Days”, our regular remote work protocols and exercises, ensured our workforce was prepared for seamless operations during disruptions—whether due to severe weather, power outages, or global crises. This proactive approach was not about convenience but about effective risk management and building a culture of preparedness.

In the years leading up to the pandemic, there were many naysayers. In fact, one executive confidently told me, "You can’t let your staff work from home because they’ll just play with their cats all day." They didn’t. And they don’t.

Our Chief of Staff, Michael Pedersen, reminded me of a memorable comment made just days after the entire staff had fully shifted to remote work. A long-time client, unaware that we had already made the transition to home offices, called and asked, "Michael, tell me honestly—when are you guys going remote?" It was a moment of clarity: our proactive planning had been so effective, our operations so seamless, that our clients never even noticed the shift. That moment reinforced a critical lesson: Success isn’t about where we work but how well we are prepared to work.

Our transition on St. Patrick’s Day five years ago wasn’t a scramble—it was the execution of a well-orchestrated plan years in the making. This level of foresight, operational agility, and staff comfort is what differentiates strong leadership from reactive management.

Workforce Optimization: A Business Strategy, Not a Perk

Companies pushing for a full return to the office often cite collaboration concerns, productivity skepticism, or a desire for oversight. While there are valid reasons for in-person work in certain industries, a well-managed workforce focuses on outcomes, not outdated structures. The benefits of a flexible, strategic approach to workforce management include:

Expanded talent acquisition – Organizations that embrace hybrid or remote models can attract top talent beyond geographic limitations.

Higher retention and engagement – Work-life balance and workplace flexibility are critical drivers of employee satisfaction and long-term commitment.

Stronger business continuity – Organizations prepared for remote operations can adapt to crises, and market shifts more effectively.

Operational cost savings – Reducing reliance on physical office space can lower expenses without impacting productivity.

The key is not choosing between remote or onsite work—it’s about adapting to what makes sense for the organization and its long-term goals.

A Leadership Perspective: Are We Moving Forward or Falling Back?

Boards and executive leadership must decide: Are we structuring our workforce for long-term success, or are we reverting to outdated norms because they feel familiar?

With data, experience, and technology at our disposal, leaders can make informed decisions that shape the future of work. Leaders who embrace agile workforce strategies position their organizations for sustained growth, talent retention, and operational resilience.

The workplace will continue to evolve—successful strategic organizations will evolve with it.

Final Thoughts

March 17, 2020, wasn’t just the day we went remote—it was the day we committed to business resilience, workforce adaptability, and proactive leadership. Five years later, the challenge for executives is clear:

To be clear, this is not about declaring remote work superior to office work—it’s about ensuring workforce strategies are designed with intent. Some organizations may find that a full return to the office genuinely enhances their performance, culture, or mission. Others may see hybrid or remote work as the key to long-term resilience and talent retention.

There will never be one right answer that fits every organization—the question is, are you considering all the options for all the right reasons? The best-managed organizations are not defined by where employees sit but by how well they perform, engage, adapt, and contribute to success.

The real challenge isn’t where employees work—it’s how we build resilient, high-performing organizations. The future of work shouldn’t be a debate; it should be a strategic decision.

Make your move.

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