With the growing reliance on remote work, it is not only our offices that have changed, but the entire structure of our day has changed as well. Mornings no longer begin with traffic jams, nor do they end with the exhaustion of the commute home. Suddenly, the office has become closer than we imagine: on the kitchen table or in a quiet corner of a room.

What began as an emergency solution has quietly turned into a way of life. It is a new model that redefines work, not as a physical space we go to, but as something we accomplish wherever we are. Between comfort and flexibility, a different equation has emerged, one that offers greater freedom but also places us before a real test: how we manage our time, our boundaries, and ourselves.

The idea of remote work is not new. The human resources director at Annahar Media Group, Marwan Jabbour, explains that this model had already been in place abroad for years, but our societies began to become more familiar with it during the COVID-19 crisis. It helped open the door for wider groups, especially women, to enter the labor market. Over time, it was no longer a temporary solution but became a standalone work model.

Although our societies do not easily accept change, the lack of alternatives forced this shift. There was no other option, so adaptation became necessary. It can be said that the response was not single or definitive, but rather had two sides: on one hand, remote work helped prevent the spread of viruses, and on the other hand, it saved commuting time and reduced daily workplace interaction.

At the same time, according to Jabbour, clear challenges emerged in this work model. Some managers struggled with monitoring employee performance, which reinforced in some of them the belief that “if I do not see him working, then he is not working.” Some managers even said that it is possible to operate with fewer employees.

In addition, psychological and family-related issues appeared due to long periods spent at home, as the boundaries between personal and professional life became blurred. There was no longer a fixed working time as before; instead, work became extended throughout the day, increasing pressure on employees. This can lead to what is known as burnout, which often results from increasing work pressure and a lack of consideration for the employee’s circumstances and capacity to cope. In some cases, some managers exploit this model to increase workloads, ignoring the law of diminishing returns, where excessive work leads to the opposite outcome.

Today, some companies are trying to bring employees back to the office because they see in-office work as more organized and productive. Between these two approaches, a new type of worker has emerged, working from anywhere and moving between cities and countries without being tied to a fixed location.

However, Jabbour emphasizes that productivity in remote work varies from one person to another, depending on their ability to organize and self-discipline. The success of this model depends on the relationship between management and employees, and the trust between both sides.

In the end, remote work succeeds more in some sectors than others, especially those that can be performed online. As for sectors that rely heavily on direct interaction, such as services or industry, the physical presence of employees remains essential.