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When I joined Accedo five years ago—just one month before the world went into lockdown—I could never have imagined how deeply our ways of working would transform. The pandemic thrust organizations into full-scale remote work overnight, demonstrating that flexibility was not just possible but, in many cases, highly productive. However, as the dust settled, the conversation shifted. Companies that had once championed remote work began pulling back, citing concerns about collaboration, engagement, and innovation. While I understand some of these concerns, I don’t agree with the solution of enforcing rigid office mandates. Instead, I believe in thoughtful flexibility—a work model that balances autonomy with the irreplaceable value of in-person connection.
At Accedo, we’ve embraced AccedoFLEX, our hybrid work policy designed to provide flexibility while also fostering collaboration, culture, and shared experiences. In a highly international company like ours, where teams are often spread across multiple time zones, the physical office is less about sitting next to your direct team and more about creating a sense of belonging. It’s about meaningful moments—the ones that strengthen our connections, spark creativity, and reinforce our shared purpose.
The global conversation around flexible work has become increasingly polarized. On one end, some companies are revoking remote work privileges, insisting that innovation thrives best in the office. On the other, employees continue to advocate for the benefits of remote work—citing increased productivity, better work-life balance, and reduced commuting stress.
Personally, I don’t believe this should be a binary debate. Instead, we should acknowledge that different phases of life and work require different solutions. As a mother of two who commutes over 1 hour each time I travel to our Stockholm office, I know firsthand that the ideal balance shifts depending on personal circumstances. Some days, working from home provides me with deep focus and flexibility to juggle family responsibilities. Other days, coming into the office offers a refreshing change of environment, energizing conversations, and a renewed sense of community.
What we need is choice with intention—a model that allows employees to work in a way that optimizes both their individual productivity and the collective needs of the organization.
Despite my belief in flexible work, I wholeheartedly see the value of being in the office. At Accedo, we talk about “Moments that Matter”—those key interactions that can’t be replicated through a screen. Whether it’s brainstorming ideas on a whiteboard, celebrating milestones together, or simply having a spontaneous hallway chat, these moments play a crucial role in building trust, alignment, and innovation.
Studies consistently show that remote employees face challenges with collaboration, communication, and team cohesion. A research paper published in the Journal of Applied Psychology found that virtual employees experience lower levels of trust and cooperation compared to co-located teams. Another study in the Academy of Management Discoveries revealed that fully remote teams suffer from delayed communication and misinterpretations, impacting overall performance.
At Accedo, we acknowledge these challenges and actively design our work model to address them. That’s why we emphasize the importance of anchor days and shared in-office experiences, ensuring that when employees come in, it’s for high-value interactions that truly matter.
AccedoFLEX is not about forcing employees into a one-size-fits-all model. Instead, it’s built on a foundation of trust, autonomy, and shared responsibility. Here’s how we approach flexible work:
One of the biggest misconceptions about hybrid work is that it reduces accountability or productivity. In reality, it requires even greater intentionality—clear expectations, effective communication, and a shared commitment to making the most of both in-person and remote collaboration.
For me, flexible work isn’t just about convenience—it’s about making work fit into life, rather than the other way around. There are days when I thrive in a quiet home office, tackling strategic projects with uninterrupted focus. And there are days when I crave the social energy of the office, where spontaneous interactions lead to new ideas and deeper relationships.
That’s the beauty of a well-designed hybrid model. It recognizes that people’s needs evolve—whether it’s a parent adjusting to a new childcare routine, an employee dealing with a long commute, or someone seeking the camaraderie of in-person collaboration. Flexibility doesn’t mean “work whenever you want”; it means designing work intentionally to align with personal and business needs.
As we look ahead, companies that embrace flexibility with purpose will be the ones that attract and retain top talent. The old-school mentality of measuring productivity by office presence is outdated. Instead, we should focus on outcomes, impact, and engagement—regardless of where the work happens.
At Accedo, we don’t see flexibility as a perk; we see it as a fundamental part of how we work. By combining autonomy with connection, we create an environment where employees can thrive, contribute meaningfully, and stay engaged long-term.
The debate on remote vs. office work will continue, but the reality is: the future is hybrid. It’s time to move beyond rigid policies and embrace a model that truly reflects the way people live and work today.
After all, the best work happens not just when we’re in the same space, but when we’re aligned in purpose, vision, and trust—no matter where we are.
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