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Since this pandemic began, more and more businesses have been pushed to find other “work place” avenues in order to not only avoid clashing with health regulations, but to provide employees with peace of mind. Working from home is now a viable option for a large number of businesses.

So, this far in, what do we think? Work vs. Home? Let’s talk…

Jason Toshack, General Manager ANZ, Oracle NetSuite

I think I’m still somewhat traditional, so I still prefer the camaraderie of the physical office. As culture is very important to us at Oracle NetSuite, I enjoy in-person interaction with my team. The office is great for impromptu chats, sparking collaboration or giving new starters a chance to learn from their peers.

At the same time, the past year has taught us that remote working is indeed a viable option. Thanks to cloud-based technology tools, people can work from wherever makes sense for them – that could be home or the office, but it might also be from a restaurant or construction site if that’s your line of business. As businesses look to move towards hybrid models, I believe the key to managing teams is setting clear goals and communication. While I might prefer the office, it appears that younger workers are more than capable of staying productive at home. Leaders should aim to align teams on goals that will keep everyone focused and working collaboratively. 

There is no one-size-fits-all solution. Working from home offers flexibility, can promote a healthier work/life balance, and reduces time spent in traffic. Ultimately, the key is to ensure your team feels supported and identify tactics to keep them motivated.

Lara Owen, Director of Global Workplace Experience, GitHub

The pandemic has compelled organisations to think about remote operations and flexible work arrangements in ways that they weren’t a year ago. Whatever the chosen operational path, from hybrid to digital by design, clarity on core cultural priorities and business needs before making tactical changes and investments, is crucial. 

Our decade of experience with a distributed workforce tells us that offices are not going away. We will see a rise in hot-desking and a reduction in office footprints. Offices will be designed for collaboration: team deep-dives, customer and community events, celebrations, planning and design work. Successfully building a distributed team demands deliberate changes in the way people work. That requires a shift in the way companies train, empower and support people to work in new ways. 

Companies with a clear mission and purpose, an invested leadership team, and a willingness to let go of parts of the past which do not serve them, will truly thrive and usher in the new future of work. In every crisis there is opportunity – and this is a huge opportunity to embrace a better way of working for the future.

Amy Burton, Managing Lawyer at Everyday Justice, John Monash Scholar

I’m a big believer in flexibility. I personally love having a physical office. I’m a mum of a 1 year-old, so travelling into work is my opportunity to dress up, escape my messy house and spend the day having adult conversations and drinking quality coffee. At the same time though, I love that my legal practice has embraced phone and video-conferencing tech to provide free legal advice to those with disabilities or people in more remote areas who can’t travel to a physical office. 

I also think it’s important for more businesses to offer remote internships now, as we do. I’ve developed great working relationships with my interstate interns over video-conference and they’re getting the opportunity to develop their practical legal skills without needing to be in the same physical office as me.

Anton Schiavello, General Manager, Nura Space

For most of us, our work is fundamental to our identity and sense of self. A core part of this notion is the ‘place’ known as the office, that physically houses and cultivates the organisational culture, relationships, and functional performance outcomes such as collaboration.
 
The pandemic has shown us that the digital environment is able to support connections between people, but merely as an extension of the physical environment and interaction. In my opinion, the physical office can never be replaced entirely by digital tools, as it’s a place where teams come together and build essential relationships – which benefits both morale and productivity.

As a result of the global pandemic, we now know that the remote working model is here to stay. Workers are empowered to work with more choice and greater flexibility. This means that coming into the physical office will be right for some people, but not for others.

Alex Hattingh, Chief People Office, Employment Hero

Our Remote Working Survey last year found that workers loved remote work and preferred avoiding the daily commute. At the same time, employees missed the social aspect of office life and found it harder to switch off at home.

This is reflective of how increasingly sought-after the hybrid working model and flexible working conditions are becoming. Society’s rapid shift to remote work has revealed the benefits of telecommuting, but has also highlighted the advantages of being in a physical workplace — particularly for mental health, culture, and creativity.

For companies providing on-site facilities, the cultural benefits are endless — being amongst your colleagues or in the midst of a co-working space will certainly help to boost creativity and collaboration, nurture and develop your company’s culture and vision, and have a positive effect on staff’s mental health.

However, organisations that are continuing down the path of full-time remote work, a plethora of tech tools and innovative software exists, which can help to nurture the important social aspects of being in an office. These might include tools for social reward and recognition, team collaboration, and mental health support, that will help to increase employee engagement, regardless of where your staff is working from.

Billy Tucker, CEO, Oneflare

Our team, like many, delivered brilliantly during the crazy period of lockdown last year. However, I’m a big proponent of the need for a physical office and believe that cracks will start to show if it’s completely taken away. 

One argument for not having a physical office is the money businesses will save on rent, but for our business, the numbers simply don’t stack up. The majority of our employees are based in a Sydney office, single-level with water views, with the usual trappings such as a ping pong table and free breakfast. Rent is equivalent to just under 7% of our total labour cost. Add another couple of points for utilities, free food and some office management, and you’re still well under 10%.

Rounding the costs up to one-tenth of our total labour cost means that losing just 4 hours of weekly productivity from each employee as a result of virtual working will leave us worse off. That’s before accounting for a loss of valuable collaboration and other hard-to-measure factors, such as employee churn from those who don’t enjoy working from home. 

May Samali, Professional Coach, Venture Partner & John Monash Scholar

The past year has taught us that face-to-face interaction is critical to our mental and emotional wellbeing. The benefit of a physical office is that it fosters human connections that are almost impossible to replicate online.

It is also a work environment equaliser.

The same cannot be said for remote work — for some, it translates to working from a large home office or holiday home in Byron Bay, and for others it means taking Zoom calls from a closet in a small noisy apartment filled with children.

The ideal is to provide people with a mix of options including a physical office and remote work. There is no one-size-fits-all.

Ultimately, work should not be seen as somewhere we go, but something we do. It is a verb, not a noun. This perspective encourages work-life integration and allows people to “work” whenever, wherever and however is best for their circumstances.

Robert Coorey, Co-Founder, Archistar

If there’s one thing that 2020 has taught us, it’s that we don’t always need a physical office space to be productive and get our jobs done. I think it’s important, however, that employees are given the option. Our office is now a complete hybrid environment – our team can come in on the days that they like, and work from home on the others.  

On the pros of working from home, flexibility is the first thing that comes to mind. Pre-COVID, I hardly ever picked up my kids from school. I was often flat out and would feel guilty leaving the office in the middle of the day. Now, I can occasionally take out 30 minutes to pick up my kids and not miss anything important.

On the flip side, it can be hard when school finishes! During a recent client video call I had to excuse myself temporarily as my 7-year-old son was crying. When I came back into the room my son was on the camera making funny faces to the client! I have now learned to always lock my computer when I leave the room.

Laura Corbett, Office Manager, JobAdder

As many businesses slowly emerge from lockdowns and return back to the physical office, some leaders are still torn about whether to enforce an ‘office-only rule’ or adapt to a flexible, hybrid model. 

If the pandemic taught us anything, it’s that the modern workforce can successfully and seamlessly work from home, and adapt to a more remote, digitally-connected world, whilst still remaining productive. Businesses reaped the benefits while working remotely, by reducing overheads on physical spaces, including maintenance, insurance, furniture, utilities, storage space, and equipment costs. Other benefits include the streamlining of recruitment, and the ability to hire and grow, without the restraints of office space or desk availability. 

In saying this, there are also many benefits that come with physical space, from better team collaboration and engagement, to be being able to mold and nurture the company’s culture. Although digital work offers a number of conveniences, it’s clear to see the social element of working suffers when the only face-to-face engagement teams receive is via Zoom calls. 

If considering a return-to-office approach, it’s important to look at what value a physical office space offers your company, and most importantly, ensure the decision reflects the values of the business and the needs of workers.

Dionne Niven, Chief People Officer, SiteMinder

Blanket rules for team culture are no longer effective, and the same goes for the workspaces that employees work in and the values that drive how those workspaces are designed and managed. There is no point in enforcing blanket rules where all people need to work remotely, go to a physical office space, or adopt rigid hybrid models. Everyone’s needs and circumstances are different, and this has proven to be worth particularly considering since the pandemic, as research highlights it has impacted each person, family, and community differently.

We have adopted an approach we call Open Working, whereby our teams are given the autonomy to determine the best ways of working for them. This encourages staff to minimise the stress of commuting, optimise the benefits of collaborating, and connect with their teams on platforms and in environments that suit their preferences. Not everyone wants to start work at 9am, but almost everyone does want to feel connected and part of a team no matter when or where they’re working, and making that a reality every day will look different for every employee.

Roger Carvosso, Strategy and Product Director, FirstWave Cloud Technology

Thousands of Australians are taking advantage of the opportunities to work from home, which many businesses have trialled and benefited from throughout the pandemic. As well as businesses being able to cut rent costs, and employees being able to save time on commutes, many teams are also experiencing a heightened sense of trust and transparency. 

Meanwhile, a company-wide shift to working remotely has led to a rapid rise in cybersecurity threats and scams throughout 2020, which is an urgent area that needs executives’ attention. As professionals have flocked to working more online, rapidly increased their use of social media and web browsing, and have even further merged how they use technological devices across their personal and professional lives, cybercriminals have had more opportunities than ever to impersonate executives in emails, gather personal information via social media platforms, and trick employees into making payments into the wrong accounts. Consequently, for business leaders planning for a remote workforce in 2021, cybersecurity needs to be a significant part of the business strategy. 


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Care for chronic conditions has been severely disrupted amid the Covid-19 pandemic. To prevent further disruption, providers are increasingly partnering with IT companies.

Mount Sinai Health System and Current Health entered into one such partnership in December, with Mount Sinai implementing the company’s remote patient monitoring solution.

Their goal? To enhance care for cancer patients.

Current Health provides a wearable device to patients, which continuously monitors their vital signs, said Chris McCann, co-founder and CEO of Current Health, in a phone interview. The data is then transmitted back to the patient’s care facility. The solution alerts clinicians if the data indicate any abnormalities or potential care issues. At this point, the clinician decides whether the issue can be managed remotely or if the patient needs to be brought into the hospital.

Over the course of the Covid-19 pandemic, cancer screenings and treatment dropped drastically, which could lead to an increase in patient death rates, researchers warned.

A study published last year in JCO Clinical Cancer Informatics shows that at the peak of the pandemic in April 2020, screenings for breast, colon, prostate and lung cancer decreased significantly as compared to the same period the year prior. In addition, the number of mastectomies performed reduced consistently from April through July of last year, and colectomies similarly reduced between April and May.

“These problems, if unmitigated, will increase cancer morbidity and mortality for years to come,” the researchers wrote.

For Mount Sinai Health System, the drops in patient volume were striking. In April of last year, New York City was the global epicenter of the pandemic, and Mount Sinai, like other hospitals in the region, had to suspend elective procedures. The health system experienced a 25% decrease in volume in its ambulatory as well as inpatient settings in April, said Dr. Cardinale Smith, chief quality officer for cancer services at Mount Sinai, in a phone interview.

Even now, patient volume is 10% lower than what it was during the same time period last year, “which indicates to us that there are people who are likely staying closer to home to receive treatment,” she said.

This reluctance on the part of patients — to either risk coming into a health facility or traveling to a facility further away from them — was one of the reasons Mount Sinai looked into remote patient monitoring solutions for oncology.

The system decided to deploy Current Health’s solution, funding the implementation through a Federal Communications Commission grant. The rollout is currently in the pilot phase.

“What I’m hoping that we will see is that this gives us another way to monitor our patients and be able…to get them into a higher level of care when needed, and otherwise be able to really treat them in place so that they feel both safe and comfortable,” Smith said. “And also, so that we don’t overwhelm a healthcare system that is already being overwhelmed.”

Another reason for implementing the remote monitoring system was the growing digital divide among patients.

Mount Sinai clinicians saw that some of their patients, including people of color and the elderly, were less likely to use telehealth services, said Smith.

Smith hopes that the solution will help them care for those patients since Current Health provides the wearable devices and tablets that the patients need. The patients are trained on the devices, which are easy to use — even for the less-than-savvy tech user, Smith said.

Similarly, the health system educated and trained their clinicians on the new solution. As it is a novel mode of cancer care delivery, they needed to make sure they answered all their clinicians’ questions and concerns, she said.

The demand for remote monitoring solutions has exploded during the pandemic. Current Health, which received Food and Drug Administration clearance for its solution at the end of 2019, soon saw an explosion in demand, McCann said. The company experienced a 400% expansion of its customer base. This includes the addition of hospital customers like Mount Sinai Health System and Boston-based Massachusetts General Hospital.

“What [remote patient monitoring] does is it expands the criteria of patients who can actually be managed at home versus within a hospital and that has been a huge asset to us as a company — particularly in the [current] moment,” McCann said.

Photo: chombosan, Getty Images

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