Generally speaking, however, a divide will remain. Sectors and employers that are agile and free from decades-old practices are more likely to grant employees autonomy. For example, while an organisation in nascent stages can more easily pivot to a fully remote set-up, a multinational organisation may take longer to overhaul its corporate structure to afford workers flexibility while maintaining business goals. Changing workplace architecture can be a tall task some of these larger companies are reticent to – or simply won’t – undertake.
