Jamie Dimon isn’t mincing words. When JPMorgan employees signed a petition begging for continued remote work, his response was a blunt “Don’t waste time on it. I don’t care how many people sign that f—ing petition.”
Scott Galloway, meanwhile, warns that young men are sinking in a sea of isolation, lost without the structure of an office. He argues that remote work robs them of mentorship, social development, and upward mobility.
The narrative is clear: Remote work is under attack. And while the old-school corporate machine frames this as a return to “discipline” and “collaboration,” they may be throwing out the golden goose in the process.
Here’s the reality: Remote work works. Not for everyone, not in all cases, but for a whole lot of industries, it’s a game-changer. Companies that embrace it gain access to a global talent pool. Employees are happier and more productive, and turnover plummets. Businesses cut down on massive overhead costs—fewer office leases, lower utilities, leaner operations. And yet, many leaders are hellbent on shoving the genie back into the bottle. Why? Because they’re uncomfortable with change, and letting go of traditional power structures feels like losing control.
The backlash against remote work isn’t about productivity—it’s about perception. CEOs like Dimon and commentators like Galloway see in-person work as a rite of passage, a toughening process. But for many professionals—especially those juggling side hustles or parenting duties—remote work is the difference between burnout and balance.
The companies that adapt will win. The ones that cling to office walls? Well, they might just watch their best talent walk right out the virtual door.