Hybrid Still Isn’t Working, But Here’s How to Fix It

Hybrid work arrangements were supposed to be the best of both worlds; flexibility without sacrificing collaboration, and freedom without losing connection. But as the dust settles and the new normal takes shape, many leaders are facing a sobering reality: hybrid still isn’t working.

According to a recent Harvard Business Review article by Peter Cappelli and Ranya Nehmeh, companies across industries are struggling to get hybrid work right. Instead of delivering on its promise, hybrid models are introducing new challenges around culture, performance, coordination, and engagement.

But here’s the good news: the problem isn’t hybrid work itself. The problem is the way it’s being implemented.

Why Hybrid Is Faltering

While most leaders agree that hybrid is here to stay, few feel confident that their current model is effective. In our work with executive teams, we see five common breakdowns that align closely with the HBR article:

1. No Strategy Behind the Structure

Too many hybrid models are vague compromises, “come in three days a week” or “let your team decide.” These decisions are rarely backed by a coherent strategy that aligns with the business model, culture, or performance goals. Without clarity, hybrid becomes confusing and inconsistent.

The fix: Start with your strategy. What are your core drivers of value? Where does in-person interaction truly add performance leverage? Design your hybrid model around those realities, not convenience or tradition.

2. Diluted Culture and Identity

Culture doesn’t happen by accident, it’s shaped by shared rituals, social cues, and informal interactions. In a hybrid environment, those touchpoints vanish unless they are deliberately replaced. Over time, teams become fragmented, norms diverge, and engagement drops.

The fix: Be intentional about creating cultural "glue." This might mean anchoring team days, formalising onboarding, investing in rituals, and training managers to reinforce values across both digital and physical settings.

3. Managerial Paralysis

Hybrid models increase complexity for leaders. How do you assess performance fairly? How do you run effective meetings when half the team is remote? How do you spot burnout or disengagement when face time is limited? Many managers weren’t trained for this shift, and it shows.

The fix: Equip your managers. Provide playbooks, training, and tools that help them lead with confidence in a hybrid world. Set clear expectations and support consistent communication cadences.

4. Unclear Norms and Expectations

One of the biggest failures in hybrid models is the lack of agreed norms. When should people be available? Are cameras expected to be on? Can meetings be booked outside core hours? The result is frustration and misalignment across teams.

The fix: Codify your hybrid working agreements. Don’t leave them to chance. Define expectations for communication, availability, responsiveness, and decision-making. Review and adjust them over time.

5. Inequity and Perceived Unfairness

Hybrid work can inadvertently create a two-speed culture, where in-office workers gain visibility and access, while remote workers feel left behind. This breeds resentment, undermines trust, and damages team cohesion.

The fix: Level the playing field. Default to remote-friendly practices (e.g., virtual whiteboards, asynchronous updates, consistent access to information). Design meetings and recognition processes that don’t favour physical proximity.

Hybrid Done Well: The Way Forward

The solution isn’t to abandon hybrid work arrangements, it’s to do it better.

At Stratigen Consulting, we help business leaders re-architect their operating models for today’s realities. That starts with aligning your strategy, structure, people, and processes to work in harmony, not friction.

Here’s what successful hybrid leaders do differently:

• They lead with intent, not convenience.

• They design for clarity, not ambiguity.

• They build culture actively, not passively.

• They coach managers to lead in complexity.

• They measure and adjust, rather than “set and forget.”

Hybrid work is not a plug-and-play solution. It’s a leadership challenge, one that, when approached strategically, can unlock agility, attract top talent, and future-proof your business.

Final Thought

The current state of hybrid work is a symptom of poor design, not a failure of the model. The companies that treat hybrid work as a new discipline, rather than a temporary phase, will be the ones that win.

Need help designing a hybrid strategy that actually works?

Let’s talk.