Everyone is talking about hybrid, but few understand what it really means. Some employees dream of flexibility and working from home. Others miss the live interaction and context that the office provides. Managers must take both requests into account and revise work processes accordingly.

A hybrid work arrangement is not a compromise between remote work and the office, as many people think. It is a new business architecture. And it has a core: a physical office or a digital system. The core determines which model a company will choose.

In the article: Soft2Bet’s Ninth Anniversary: Leading iGaming Through Technology and Responsibility—an example is described of how choosing a clear digital core helps maintain innovation, scale globally, and build a resilient work culture.

Below, we have compiled four clear models for you to choose from.

What is a hybrid business model?

A hybrid model combines elements of both office and remote work. Differences in structure:

• Where the HQ is located,
• How much flexibility employees have,
• How important the office is for processes,
• What is considered the central gathering point for the team (physical location or digital platform).

It all depends on where decisions are made, within the walls of the office or in transparent digital processes. This is what determines which model is right for your company.

The Office is the Core, Remote Work is the Rxception

In this model, the office is the center. Everything necessary happens there: meetings, synchronization, culture, and leadership. If you weren’t there, you probably missed a lot. Even if the tools are digital, the real context lives in the minds of those who were in the meeting. Remote work is possible, but only for valid reasons: snow, illness, business trips. If you miss a day, you will need to make it up on your own.

The Office is HQ, but With a Flexible Schedule

The same office in the center, but employees can work from home a couple of days a week. This reduces traffic, provides focus, and allows individuals to tackle specific tasks. But the rules of the game remain the same: essential things happen in the office. And if you are absent, you are out of the loop. This model is often chosen out of politeness. It gives a little freedom, but does not change the mindset. Therefore, when it becomes inconvenient for the manager, flexibility is the first thing to go.

Digital Platform is HQ, Office is a Resource

Here, the company consciously rejects centralization of the office. All processes, data, communication, and synchronization occur within a digital core, encompassing a task tracker, calendar, chat, and documents. The office is needed as an additional element:

• For clients,
• For face-to-face meetings,
• For teams who find it challenging to work from home.

The system works effectively in both 100% remote working and hybrid models. The important thing is that everything is documented, everything is transparent, and the office does not provide an information advantage.

Complete Decentralization

The company does not have a permanent office. Everyone works from home or coworking spaces. Space is rented on an ad hoc basis for strategic sessions, meetings, or client meetings. Everything lives in the digital HQ.

Why it is Crucial to Choose a Model

There is a massive difference between the second and third models. Maintaining two headquarters (an office and a digital environment) can beconfusing for people. They will not understand where to look for information, where to listen, who is in context, and who is not. Model 2, without clear rules, results in two distinct classes of employees: those who are in the office every day and those who work remotely. The first group will start to think that they work harder. The second will soon feel left out. The result will likely be a return to model 1.

How to Determine Which Model You Are Currently Using

Look at the behavior of management. If the manager is based at HQ, this is model 1. If they allow flexibility, this is model 2. If they live digitally, this is model 3 or 4. The behavior of the leader determines the culture and regulations, which is an important consideration. Some employees prefer to work from the office. Others left for good after the pandemic. Some will not accept your choice, and that’s okay. The main thing is to choose a model, communicate it, and assemble a team that will be comfortable with it.

The Worst Model

This is “we have a hybrid.” Without details, clear rules, and a core system, people won’t understand how to work, where to synchronize, and who is responsible for the rhythm and culture. And that’s bad. Therefore, the task of management is to choose a structure, test it, and implement it. It’s unlikely that you’ll get it right the first time, but you have to try.