Different work requires different ways of working
Flexibility means recognising different realities instead of expecting everyone to follow the same model. Jobs, roles, teams and projects aren’t all alike.
In consulting, project teams may be spread across different cities or countries, making it impossible for everyone to work in the same location every day. Some customer projects require people to be on-site, while other tasks can be completed more effectively from home. Some people simply prefer working at the office.
This is why one universal rule rarely works. Different roles come with different needs, and people do their best work in different ways.
For us, flexibility is fundamentally about trust. We trust our people to do their work, whether they are at home, at the office or somewhere in between. What matters is that teams function well, customer work remains high quality, and individuals can work effectively and sustainably.
This trust is particularly important in expert work. Our people are highly skilled professionals who are well placed to judge how, where and when they can work most effectively.
At the same time, flexibility doesn’t mean that everyone acts entirely on their own. Work isn’t only about individual preferences. It is also about colleagues, teams, customers and collaboration. The aim is to find ways of working that support both individual needs and shared goals.
Flexibility supports wellbeing and inclusion
People have different working styles and needs. Some prefer to focus meetings within certain hours or need more movement during the working day. Some concentrate best in a quiet home office, while others benefit from the structure and social interaction the office provides. For some, working at the office also makes it easier to separate work from free time. Leaving the laptop at the office can create a clearer boundary between the two.
Flexibility also helps people adapt their work to different life situations. Someone may have small children, elderly parents to support, a chronic illness or a hidden disability. Others may be navigating circumstances that aren’t visible to those around them. Being able to structure work around life makes it easier to combine demanding, meaningful work with everything else.
Flexibility is also essential for inclusion. At Solita, for example, we have many neurodivergent employees. For some, noise, bright lights, smells and frequent interruptions in an open office can make concentrating much harder. For others, the office provides helpful structure and clearer boundaries. Flexibility allows people to work in ways that genuinely support their performance and wellbeing.
The office remains a place for connection and collaboration
Trusting people to work flexibly doesn’t mean that the office has lost its role. Working together in person can strengthen community, collaboration, innovation, wellbeing and engagement. These can be harder to maintain in a fully remote working model.
Some tasks are easier to complete in peace at home, while others are more effective when people work together at the office. But the value of the office isn’t always tied to a specific task. People may come in to have lunch with colleagues, meet Solitans outside their immediate team or simply feel part of the wider community. These informal connections matter too.
We want our offices to be places people genuinely want to visit. They are designed to support both focused work and meaningful connections. Hobby clubs, regular breakfasts and other shared activities also bring people together and make office days even more enjoyable.
Finding what works together
For us, flexibility isn’t about monitoring where people sit. It is about trusting professionals to use their judgement and take responsibility for their work. People can work remotely as much as they want, as long as the chosen way of working supports the customer, the team and the individual. Remote work may not always be the best option, just as working at the office isn’t always necessary.
Flexibility works best when there is room for choice and when teams openly agree on ways of working that support individual needs, effective collaboration and shared goals. By combining trust with consideration for others, we can create a working culture in which different people can succeed in ways that work for them, their teams and their customers.
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