In the last twelve months, one in five firms have increased mandatory office time. But flexibility has emerged as the top motivator for candidates moving jobs. Lindsay put the question to 50+ global leaders in architecture and design. The result was almost exactly split.
Below, eleven leaders explain why — and where they land.
I'd choose a 24/7 design agent over a distant, disengaged, and socially inept mid-weight.
Yes, absolutely. Remote and hybrid models are stunting the growth of junior designers and architects. This generation urgently needs in-studio time — learning by osmosis, developing people skills, and honing the emotional intelligence and collaboration that AI simply can't replicate.
Without that, they risk becoming technically competent but socially and professionally underdeveloped. And as AI accelerates, I'd choose a 24/7 design agent over a distant, disengaged, and socially inept mid-weight. The studio is still the best training ground for talent and for relevance.
Hybrid and agile working options are imperative in retaining talent.
Hybrid and agile working options are imperative in retaining talent and enabling people of all walks of life and at all stages of their career to effectively balance their work commitments alongside their life needs.
Working full time from an office environment whilst being asked to often put in unpaid overtime has proven to be neither effective, efficient nor profitable for businesses. It does not help promote job satisfaction and can often lead to talent leaving their companies.
Offering hybrid/remote working is an attractor and retainer of talent in an increasingly competitive world.
It is important that the architecture profession recognises that offering hybrid/remote working is an attractor and retainer of talent in an increasingly competitive world where students and junior designers are making career decisions based on lifestyle choices.
As a global design business we have always embraced collaborative platforms that support a design process in a hybrid environment and encourage engagement from all levels of design team members.
Flexibility is great. Remote work is not.
Flexibility is great. Remote work is not. Remote learning does not happen in the same informal way that it does in person. Communication and connection in a remote setting happen primarily in structured formats.
I also have concerns about how relationships are being built with clients, contractors, and consultants. How will work be won in the future? How will quality work be executed? What are the bonds that truly tie us together?
True progress is symbiotic — it relies on real connection, shared presence, and collective energy.
A big, emphatic YES. When I was at that level, it was invaluable to learn from peers, through one-to-one conversations or collaborative team settings. That experience can't be replicated through poor wifi, tiny screens, or interruptions like "Oops, I'm on mute." I'm not against flexible working — it has its place.
But we are educators, shaping the next generation. We must adapt to change, but not in isolation. True progress is symbiotic — it relies on real connection, shared presence, and collective energy. Let's not sacrifice the power of togetherness for convenience. If we lose that, we risk long-term damage to our profession's strength, identity, and future talent.
Hybrid and remote will change the industry — but I don't think that has to be damage.
You will be asking "old people" this question — who think the way we developed our careers is the right way. Hybrid and remote will change the industry, but I don't think that has to be damage.
The world has changed and it is for us to make it work for young people — not be lazy and say it's wrong, bad, or damaging. It's a tough challenge. We can never go back to the way it was.
A go-getter in a supportive work environment will thrive and grow, if the right conditions are met.
Not necessarily. A go-getter in a supportive work environment will thrive and grow, if the following needs are met:
- Young designers must have frequent contact and collaboration with their peers and supervisors. A hybrid solution is easier to manage than a full remote one.
- Young designers must be self-driven to figure things out, encouraged to do so, and empowered to speak up when they're stuck.
Creating a successful hybrid environment requires more effort on the company's end. If the company isn't up for that challenge, it won't work.
Remote work is only successful with a deep culture centred around trust and support.
It depends on the individual and the business. I'm a huge believer in remote work, but it's only successful with a deep culture centred around trust and support — weekly check-ins, company-wide online and in-person events, L&D opportunities, and more. All employees should have access to the same opportunities regardless of their geographic location.
The industry is evolving with a completely different generational set of requirements.
Holding back junior architects? Potentially yes — but also a great opportunity to learn independent skills to compensate for any loss in mentorship that being in the office might provide.
Long-term damage? No. The industry is evolving with a completely different generational set of requirements and the reality of hybrid working is just one small part of it.
It's an illusion that productivity goes up when people work from home.
Absolutely. Younger architects need to be in the studio to learn, and the senior staff need to be there to mentor them. As a business owner I walk past computer screens on my way in and out, and when getting a coffee. It's rare that I do that without engaging with the architects — which then leads to discussions and informal project reviews, and this ultimately moves projects forward in the right direction.
It's an illusion that productivity goes up when people work from home. Staff go off on tangents and down rabbit holes, only for the work to be redone.
Showing up helps you get noticed.
Yes for holding back junior architects, no for long-term damage. Let's reframe the question: would in-person work help careers for junior designers and architects? Yes — as a young designer, based on the nature of more singular creative tasks, you'd want to be around colleagues who can help guide and foster better solutions. More importantly, showing up helps you get noticed.
Not being there isn't doing long-term damage though — some flexibility does help.