Remote Work: Presence Isn’t Performance. Why Measurement Matters More
The remote work debate continues to spark headlines, policy changes, and passionate opinions across the business world. Yet in all the noise, one issue remains largely overlooked: our systems for measuring productivity haven’t evolved to match how work is now done.
When companies struggle to track outcomes in remote or hybrid models, the instinct is often to bring everyone back to the office, where presence can be seen and monitored. But presence is not performance. Defaulting to old systems of supervision doesn’t solve the core issue: how we define, align, and measure value.
As leaders, we have a responsibility to move past legacy models that equate productivity with time in a chair. Instead, we must build systems that help teams deliver results, wherever and however their work is best done.
It’s worth stating clearly: remote work isn’t always the answer. In fact, in many organizations I’ve helped, certain functions suffered from a lack of in-person interaction, delayed feedback cycles, or fragmented collaboration.
In one case, an operations-heavy SaaS business faced a build-up of extensive delays after shifting its support and coordination teams, who were already spread across the country, to fully remote roles. Miscommunication, gaps in field prep, and lagging documentation created both internal inefficiencies and customer dissatisfaction. By reestablishing regional hubs and restoring in-person collaboration for key planning functions, the company saw measurable improvements in service delivery and team accountability within two quarters.
My belief isn’t that remote work is ideal; it’s that we must assess each role and environment honestly and then lead accordingly.
The Productivity Conversation Needs Better Tools, Not Louder Opinions
Take JPMorgan Chase as a case study. The company achieved record-breaking profits in 2024 under a flexible work model, but later mandated full-time in-office returns, citing productivity concerns. What changed? The financial outcomes didn’t drop, but perhaps confidence in how performance was being measured did.
Executives under pressure sometimes lean into visibility over value. It feels safer. But safety and strategy aren’t always aligned.
Rather than anchoring decisions in marginal statistics or generalized trends, leaders should focus on whether their current systems enable them to see, measure, and improve performance across different environments. The reality is that many teams, remote or not, lack the tools needed to effectively define success, track progress, and ensure accountability. That’s the real productivity gap
This isn’t about choosing sides in a remote-versus-office debate. It’s about equipping leadership to make informed, role-specific decisions based on data, outcomes, and business context. Not every function thrives remotely. Some roles demand high collaboration, rapid feedback loops, or physical proximity. Others, when well-defined and supported, perform exceptionally from anywhere. The key is discerning what works best for each function and building systems to support accordingly.
From Supervision to Systems Thinking
For organizations to thrive in today’s environment, leaders must pivot from monitoring to measuring. This begins with:
Implementing Enterprise-Grade Infrastructure
Modern platforms like Workday, Oracle HCM Cloud, and SAP SuccessFactors offer robust tools to track productivity, align goals, and gather real-time performance data. These systems aren’t about surveillance, they’re about clarity. Studies show that 95% of businesses improve processes post-ERP implementation, with an average ROI of 52%. When done right, these tools pay for themselves and then some.
Defining Outcome-Based Performance
Shift the lens from input (hours, meetings, availability) to output (deliverables, quality, impact). This requires thoughtful KPIs that fit each role, reviewed regularly for both alignment and performance. Accountability shouldn’t be reactive; it should be embedded in how we define success.
Cascading Priorities with Purpose
Using OKRs or similar frameworks ensures each team member is connected to larger strategic goals. When individuals understand how their work contributes to business outcomes, productivity becomes visible, no matter the setting.
Context matters. Remote work isn’t a universal solution, but it isn’t a universal problem either. What works in a software engineering team may falter in high-touch customer service or dynamic field operations. Effective leadership means designing performance systems around the realities of each role, not one-size-fits-all mandates or philosophies.
The Real Question: Are You Ready to Evolve?
Return-to-office mandates may feel like action, but they can mask deeper issues. If leadership can’t see performance, it may not be because people are remote, but because the systems weren’t designed to support a modern workforce.
The opportunity isn’t just to catch up, it’s to leap forward. Companies that build scalable, role-based, outcome-driven performance systems will not only retain top talent but also outperform those stuck in outdated management models.
The future of work isn’t about where you sit. It’s about what you achieve and whether your leadership is equipped to recognize it.