The trendy thing right now is without doubt to be condemning the physical office to its death. Businesses are committing to officeless futures and the Twitter jockeys are proclaiming the arrival of truly flexible working. You only have to Google “the end of the office” to see what I mean. But if you ask me, it is all a little too self congratulatory and a little too soon.

We’ve been through an exceptional time and there is no doubt that many organisations are learning new things, but they run the risk of losing so much from the past too. Those with long memories and too much time on their hands will remember the unpopular decision by Marissa Mayer on arriving at Yahoo to end the use of home working and revert back to the office in the search for greater collaboration. That is one critical aspect but there are many others too – identity, organisation, communication, social systems to name but a few.

I’m aware that those with a penchant for granola and chai lattes will now be rolling their eyes and talking about how technology can fill all of this gaps. Have you been on Twitter or Facebook recently? Social channels are increasingly the source of division, misinformation, homogenous thinking and discord. A world based on remote interaction is one to wish for at your peril.

Our mental and physical wellbeing is supported by in person interaction. We are social creatures by nature, our anthropological origins are in coming together as tribes to support one another to achieve. In many ways we are hardwired to desire to be in the presence of others, it helps our cognitive development which aids problem solving and creativity. If you don’t believe me, listen to the work of Susan Pinker.

These arguments are all before I get on to the issue of equality, the challenge of ensuring gender balance, the inequality based on socio economic background and the significant risk of unobserved, unmonitored bias and discrimination. Whilst this has been exacerbated during the recent pandemic, with women being particularly disadvantaged, the issues extend beyond this period of time. Look at the role types least likely to work remotely and you will find that they are disproportionately occupied by those from more disadvantaged backgrounds.

There are genuine benefits to more flexibility within the workplace, I’m not burying my head in the sand. But we must be careful not to lose the good that comes from coming together as a social group built around a task in the desire to cut costs by reducing our property commitments. In many ways, the real argument is whether businesses should be more geographically dispersed, so that people can live in and around the communities they work in. In the UK this is a London problem driven by our unbalanced regional economy. The commutes, the congestion, the high wages and high cost of living can all be solved by a more regionally dispersed business model.

But that’s an argument for another day.