Interview with Prof. Dr. Florian Kunze: How does hybrid work become a success model for companies?

Interview with Prof. Dr. Florian Kunze

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With his new book “Schluss mit dem Büro! Oder doch nicht?” (“Done with the Office! Or Maybe Not?”), Prof. Florian Kunze offers a fresh, scientifically grounded perspective on the future of work. Few topics are currently as important to companies as the question of the right balance between remote work, mobile work, and office presence. Prof. Kunze debunks myths, contextualizes the debate, and uses current research to highlight the real opportunities and risks of flexible working models.

In our conversation with him, we want to clarify: How productive is working from home really? Do we need more in-person presence to foster innovation? What does flexibility mean for health, career development, and leadership? And what role do developments such as workplace management platforms, artificial intelligence, and virtual realities play for the organizations of tomorrow? An interview focused on facts rather than gut feelings – and on the question of how work will truly function in the future.

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What do your data show overall – is working from home fundamentally a good idea?

In our Konstanz Home Office Study, we have clearly seen for five years now that employees want to work from home, ideally three days per week on average. Hybrid solutions that combine in-office work and mobile work are therefore generally a good idea for employees. And companies can also successfully leverage hybrid work models, if they are properly designed.

From your perspective, is mobile or hybrid work fundamentally beneficial for companies?

Yes. Hybrid work models make sense for companies across multiple dimensions. First, employer attractiveness: more than 70% of the employees we surveyed want hybrid work when looking for a new job.
Additionally, employee engagement increases when they can work flexibly. Finally, some studies show that for individual tasks, such as call center jobs—productivity can even increase by 13%.

If strict presence quotas deliver little value, why are more companies reintroducing them?

Across the broader business landscape, that’s actually not the case. This year, only about 20% of the 1,000 respondents in our Konstanz Home Office Study reported that their company is reinstating stricter presence requirements. Where this does happen, it is partly because senior leaders perceive that processes, communication flow, and employee identification are suffering. Furthermore, especially in German corporations, there is a trend to copy American tech companies, some of which have reintroduced stronger presence mandates.

Why do perceptions of hybrid work differ so dramatically between leaders and employees?

Leaders naturally have a different perspective than typical employees, who mainly see the advantages of autonomy and work-life balance. Leaders perceive increasing coordination effort, fear losing control, and see potential innovation risks. Additionally, most leaders were socialized in a work culture where being physically present equaled performance and that mindset is hard to shake.

Is it not understandable that leaders want more control?

Of course. Many leaders feel constantly overloaded. It's understandable that they want to reduce complexity by reverting to traditional leadership models they know. However, classic control simply no longer works in a hybrid work environment. Effective hybrid leadership is based on trust, clear outcomes, and strong communication — not presence monitoring. In the long run, this type of leadership is also less draining for managers.

Do stricter presence requirements lead to stronger employee loyalty  or rather to resignations?

The evidence here is clear: stricter presence mandates increase turnover, and top talent is especially likely to leave.

What should companies do to organize hybrid work effectively?

In my view, there should be a framework for everyone, for example, a company-wide agreement specifying the general extent to which mobile work is appropriate. However, this should not include rigid rules for the entire organization, only a guiding corridor. The specific design should be left to teams and leaders. o make this work, companies need systematic organizational and leadership development to prepare for hybrid work. This is something only very few organizations currently implement.

Should companies generally allow mobile work?

Yes — if the job profile allows it, I would clearly recommend it.

What exactly must leaders do to make hybrid models work in practice?

Leaders should aim to build strong trust-based relationships with their employees and lead based on output rather than presence requirements. They should also ensure that in-office days are well coordinated and used effectively. This includes organizing at least one joint office day per week and using this time for genuine social interaction.

Does productivity measurably increase when hybrid work is well implemented?

Yes. When activities and processes are properly coordinated in a hybrid setting, productivity increases.

What role do modern software solutions play in the success of hybrid work models?

The right IT infrastructure is essential for successful hybrid work. Digital tools are crucial for both digital collaboration and efficient office usage.

What must a good workplace management software solution provide for hybrid work to run smoothly?

Good software supports efficient space utilization in the office and promotes interaction in hybrid teams.

How important are desk and room booking tools for coordinating office time and collaboration?

These tools can be critical for enabling effective teamwork in a hybrid world and ensuring that shared office presence is optimally used.

Which functions should companies definitely digitize to manage hybrid teams efficiently?

Digitizing desk and room booking systems is strongly recommended. Digital systems can also support leaders in hybrid settings by enabling digital feedback and goal-tracking systems.

How can analytics and reporting help companies better understand office occupancy, productivity, and satisfaction?

Such analytical systems are important to ensure evidence-based management of hybrid work. Ideally, objective data on office usage and productivity is combined with survey data from employees and leaders.

Which technical hurdles are still slowing companies down in hybrid work and how can they be solved?

A significant number of companies still haven’t fully equipped their employees with adequate digital software and hardware for working from home. Additionally, process and document digitization is still insufficient in many companies and public institutions — yet it is essential for successful hybrid work models.

How can technology help employees feel socially connected despite hybrid work?

Virtual tools can also create connection and networking. In the future, virtual spaces may evolve to resemble real, physical interactions more closely. But we’re not there yet — real-life encounters remain the most important way to build workplace relationships.

How is AI changing productive work from home, for example through automation of routine tasks?

AI can already support many tasks performed at home. However, employees who work entirely remotely should be careful not to only perform tasks that may soon be fully automated. It’s beneficial to pursue hybrid settings to integrate both routine tasks and team-based collaboration to continue developing relevant skills.

Do companies need a central platform to manage hybrid work and if so, why?

I’m not sure they need one central platform. But what is important is having well-integrated IT solutions that are intuitive for all employees. In my collaborations with companies, I often see a proliferation of different and overly complex systems, which leads to frustration and stress. This should be avoided at all costs when introducing tools for hybrid work.

What role do data protection and IT security play when remote work increases?

This is, of course, an important topic. When working with sensitive data, clear security standards must be followed.
Using private computers for such work should be absolutely prohibited.

Bonus question: Where do you personally prefer to work: in the office or at home, and why?

Even before COVID, I was a big fan of hybrid work models. Currently, I work from home about three days per week and spend two days in the office. I prefer working from home for focused reading, analysis, and writing. At the same time, it’s important for me to regularly exchange ideas in person with my team at the Konstanz Future of Work Lab — which we ensure through a shared in-office day.

Thank you very much for the interview!‍

Prof. Dr. Florian Kunze is Professor of Organizational Behavior and head of the Future of Work Lab at the University of Konstanz. His research focuses on managing demographic change in organizations, designing effective leadership behaviors for individuals, teams, and organizations, and the digital transformation of the workplace. His work connects scientific insights with practical approaches for modern organizational and leadership structures.

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