Here we are. Thank you so much for joining me on this journey into the fascinating topic of the future of work. Whether you’re reading this from the comfort of your home office, on your commute, or at your favorite workspace, the way we work is evolving faster than ever. And the truth? None of us have all the answers yet—but that’s exactly what makes this journey so exciting.
Let’s dive into what hybrid work, collaboration, and the role of the office mean in today’s world. This blog captures highlights from a recent conversation I had with Sid van Wijk, whose insights and stories brought fresh energy to these topics. Ready? Let’s go.
Before diving in, let me introduce the voice behind many of the ideas shared here: Sid van Wijk. Sid is a creative and passionate advocate for innovation in workplace collaboration. With a rich history in presentation design and executive briefing programs, he has spent years helping companies rethink how they engage with their teams and customers. At Miro, Sid leads groundbreaking initiatives to bridge the gap between hybrid and in-person work, making him a thought leader in designing workplaces for the future. His energy is contagious, and our conversation provided a unique lens into the challenges and opportunities of our evolving work environments.
Why Does the Future of Work Matter So Much?
Early in our conversation, Sid reminded me just how long our traditional work structures have been around. Eight-hour workdays, 40-hour weeks—all designed for factory workers during the industrial revolution. “But those systems weren’t built for today’s knowledge workers,” Sid explained. “Creativity and problem-solving don’t fit neatly into rigid schedules or locations.”
Now, with hybrid work on the rise, we’re asking deeper questions: Why does work matter? How do we balance flexibility with connection? And—perhaps most pressingly—how do we create environments that foster both productivity and collaboration?
“We’ve worked the same way for almost 100 years,” Sid said. “It’s time to rethink and redesign.”
The Hybrid Paradox: Flexibility vs. Connection
Sid brought up a compelling paradox: hybrid work offers incredible personal flexibility—great for focus, work-life balance, and those moments when you need to wait for a delivery or take your dog for a walk. But, as Sid pointed out, “while working from home can feel productive, it can also be isolating.” He painted a vivid picture of how the quick, serendipitous conversations that spark innovation often happen in the office—at the coffee machine, during a team lunch, or just walking down the hall.
He shared a story about a junior developer who went to the office to learn from senior colleagues. They wanted to ask quick questions, eavesdrop on valuable discussions, and absorb the culture. But the seniors? They saw the office as a distraction and chose to work from home. “Suddenly, the junior was alone in an empty office,” Sid said, “losing the very connections they came for.”
The challenge? Aligning personal drivers with team goals. Sid emphasized the importance of open, honest conversations about what works best—not just for individuals, but for the team as a whole.
Experimentation: The Key to Finding What Works
“We don’t need to have all the answers,” Sid said at one point. “But we do need to be willing to experiment.”
At Miro, where Sid leads hybrid collaboration efforts, they’ve embraced a “living lab” approach to their workspace. Nothing is permanent. Desks, plants, even screens are on wheels, ready to be moved and reconfigured based on feedback. When they started, only 40% of their office footprint was dedicated to desks. Today, it’s closer to 80%. “Because that’s what people needed,” Sid explained.
This culture of experimentation creates a powerful feedback loop. Employees see that their input leads to real change, which makes them more likely to engage and contribute to the process.
Hybrid Happens to Us: Designing for Inclusion
Sid was candid about one of the biggest challenges of hybrid work: “It often just happens to us.” Imagine this: you’ve planned an in-person meeting, but at the last minute, a key participant decides to join virtually. The dynamic shifts, and if the room isn’t set up for hybrid collaboration, that virtual participant is likely to feel left out.
To address this, Sid shared the “Rule of Two” they’ve developed at Miro:
- Two Facilitators: One for the in-person group, and one dedicated to ensuring virtual participants’ voices are heard.
- Two Agendas: One optimized for in-person experiences, and another designed for virtual engagement.
- Two Screens: Separate screens for people and content, so everyone can focus on both without feeling disconnected.
“This approach ensures that every participant, regardless of where they’re joining from, feels valued and included,” Sid explained. It’s a little extra effort—but the payoff in connection and engagement is worth it.
Building a Culture of Experimentation
Throughout our conversation, Sid emphasized that change isn’t a one-time project; it’s an ongoing program. To truly embrace the future of work, we need to design not just for the way we work, but for the way we learn. Sid outlined three principles to guide this:
- Celebrate Failures: At Miro, they host “Miro Fails” sessions where teams share what didn’t work and what they learned. “It’s a fun, inclusive way to normalize experimentation,” Sid said.
- Ask for Feedback: “Use every meeting as an opportunity to learn,” Sid urged. “Ask participants what went well, what didn’t, and what could be improved. Then act on that feedback.”
- Be Transparent: Sharing learnings—even the messy ones—is key. “When employees see that their input leads to real change, they’re more likely to engage and contribute,” Sid explained.
The Magic of Human Connection
Sid’s passion for in-person connection shone through as we wrapped up our discussion. “There’s something intangible that happens when you’re in the same room,” he said. “It’s not measurable, but it counts.”
That magic builds trust, deepens relationships, and enhances every virtual interaction that follows. For organizations with global teams, Sid highlighted the importance of occasional in-person gatherings. “Investing in these moments makes all the difference,” he said. “They’re the foundation for everything else.”
What’s Next?
As Sid and I reflected, the future of work isn’t about finding a one-size-fits-all solution. It’s about creating systems that are flexible, inclusive, and human-centric. It’s about being willing to experiment, learn, and adapt as we go. And most importantly, it’s about designing work environments where people can thrive—wherever they are.
So, what’s your next step? Maybe it’s having a conversation with your team about collaboration norms. Maybe it’s experimenting with new office layouts. Or maybe it’s simply asking, “What does the future of work mean to us?”
Whatever it is, remember this: we’re all on this journey together. And that’s the most exciting part of all.
Let’s keep discovering.
