In a recent announcement, Amazon’s CEO Andy Jassy declared the end of the hybrid work era at the company. This decision, which has sparked widespread debate, seems to ignore the deeper implications of such a policy shift—particularly for women in the tech industry and other underrepresented groups. As someone who has spent decades working globally in the field of gender diversity, it’s clear to me that this decision is about more than just where people work. It touches on inclusion, flexibility, and how we support women and caregivers in the workforce.
It’s not that the company is struggling financially—Amazon is performing exceptionally well. Nor is it a question of productivity. Many organisations have seen increased productivity during the hybrid work period, as employees found a balance between personal and professional responsibilities. So, what’s really driving this decision? The answer may lie in the uncomfortable truth that many managers are simply not equipped to lead remote teams. Rather than upskilling these managers, companies like Amazon are dragging employees back to the office, leaving many wondering if the future of work is being set back to outdated and arguably harmful management practices.
MBWA: Management by Walking Around vs. Remote Work
It’s often said that old-school managers operated with a ‘Management By Walking Around’ (MBWA) philosophy. They didn’t necessarily hold an MBA, but they felt they could manage effectively by physically walking around the office, checking in on employees, and keeping a close eye on work progress. This type of micromanagement has always been a hallmark of traditional leadership, but it’s also part of why many managers struggle with remote work.
Without the ability to ‘walk around’ remote employees, these managers feel out of control. Ironically, the lack of micromanagement is likely a key reason why many remote employees report higher productivity—because they are given the space to work without constant interruption. Instead of embracing this as a sign of progress, some managers interpret their absence as a lack of oversight, pushing for a return to the office, where they can resume their old ways of managing.
Flexibility as a Gender Equality Issue
As a global gender diversity consultant, I often discuss how inclusivity must extend beyond policies on paper and manifest in how organisations support their people in real life. This is particularly relevant when we discuss flexible work, which is often a critical enabler for women, particularly those in STEM fields who still face considerable barriers. Remote and hybrid work policies have been a lifeline for working mothers and caregivers, allowing them to balance professional and personal responsibilities in a way that traditional office settings don’t allow.
Studies consistently show that women bear the bulk of caregiving responsibilities and that flexibility in the workplace is one of the critical factors that allows them to stay in the workforce and progress in their careers. A 2021 McKinsey & Company study revealed that women were 1.5 times more likely than men to leave their jobs due to caregiving demands. Hybrid work has helped mitigate some of these pressures, enabling women to remain in roles that they might otherwise have had to abandon.
The Impact on Women in STEM
We know that women are underrepresented in STEM, with only 26% of computing-related jobs held by women in the UK, according to a 2023 Tech Nation report. Remote work has been one of the few silver linings in recent years, providing a more inclusive environment for women, particularly those with caregiving responsibilities. Amazon’s decision to reverse hybrid work policies sends a clear signal that the organisation may not be fully committed to creating environments where women can thrive.
Organisations must understand that flexibility is not a 'perk'—it’s a necessary component of an equitable workplace. By removing the flexibility that has allowed many women to balance their responsibilities, Amazon and others may inadvertently widen the gender gap in fields where progress has been painfully slow.
The Future Workforce Is Watching
Another critical point I regularly emphasise in my work is the growing demand for transparency and authenticity from the future workforce. Over 50% of employees are now critically assessing whether organisations walk the talk on inclusion. They’re asking: Do these companies truly care about diversity and inclusion, or are they simply paying lip service? Studies by Just Like Us and INvolve People make it clear that this is no longer a peripheral issue—it’s central to how talent evaluates potential employers.
The end of hybrid work doesn’t just affect current employees—it’s a message to future talent. Gen Z and Millennials, who make up a growing portion of the workforce, are demanding more than competitive salaries. They want flexibility and inclusivity and to work for organisations that live their values. If companies like Amazon continue to roll back progressive policies in favour of a return to traditional office structures, they risk alienating the very talent that will drive their future success.
Why This Matters for Gender Diversity
As someone who advocates for creating spaces where everyone feels they belong, I can see how decisions like this affect immediate work conditions and contribute to broader cultural challenges. Amazon’s decision is more than just a policy shift—it reflects how deeply organisations are willing to commit to gender diversity and inclusion. Flexibility is a crucial enabler of professional success for women, particularly in industries like tech and STEM. Removing it takes us backwards, undermining years of progress towards gender equity.
The future of work must be inclusive, flexible, and forward-thinking. Anything less risks the trust of today’s workforce and the potential of tomorrow’s.
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