I am lucky to work in an environment committed to a culture where the focus is on the work we do rather than where we do it. While some employers have emphasised the importance of being physically present, I’ve found it’s possible to balance flexibility and visibility in a way that works for both employees and businesses. I wanted to share my experience of agile working and why I believe it doesn’t need to be a barrier to professional growth.

Finding a balance

Several companies have recently made announcements requiring their people to return to the office. Big names like Amazon and Dell have made headlines by mandating more in-office time, arguing collaboration and innovation happen best when people are physically together . IBM’s CEO, Arvind Krishna, suggested promotions might be tougher to achieve if you’re not seen in the office regularly .

This is an ongoing debate in the professional services world. Several law firms have encouraged their people back into the office. For example, the media reported Clifford Chance requires its UK staff to work from the office at least 50% of the time over a two-week period and Sidley Austin has moved to a four-day week .

Academic studies reflect the approach of some businesses and have shown agile working can harm career progression. Recent research conducted by the University of Warsaw showed that, in the UK, people who work from home are less likely to get pay rises and promotions than their solely office-based colleagues. This was reinforced by employment-data provider Live Data Technologies, whose analysis of two million white collar workers showed that – over the past year – remote workers were promoted 31% less frequently than those who worked in an office, either full-time or on a hybrid basis.

While this data highlights the challenges of visibility, my own experience suggests agile working, when approached with intention, can lead to success. I’ve been working in an agile model for some time now.

This focuses on balancing the needs of teams and colleagues, with my personal needs and commitments. It typically results in me spending two days a week in the office and three at home. However, I am nimble and can adjust plans in accordance with work demands and may find myself in more days one week and less the next. I was recently promoted while working in this pattern.

For me, the key has been making the most of my time, whether I’m at my desk at home or in the office. I find my home office is great for focused, deep work, while the time I spend in the office is ideal for catching up with colleagues, brainstorming ideas, and strengthening relationships. It feels like the best of both worlds.

The benefits of hybrid work

One of the things I’ve noticed about working from home is how much more productive I can be when I’m not spending hours commuting. Living in Suffolk and commuting to London is a big-time commitment, so being able to work remotely a few days a week has been a game-changer for me. I’ve found I’m more focused and get through tasks faster when I’m in my quiet home office.

That said, I really value the days I spend in the office. We plan and coordinate work schedules as a team to maximise collaboration. There’s something about chatting with colleagues in person, grabbing a coffee together, or brainstorming face-to-face that feels harder to replicate online.

I’ve also realised that, as someone who’s more introverted, I need to push myself a bit on those office days to make the most of the chance to connect with others. It’s about finding what works for you.

This balance is supported by data. McKinsey’s Future of Work report highlighted up to 70% of office work can be done remotely without sacrificing effectiveness . This flexibility allows professionals to deliver high-quality work while tailoring their schedules to personal and professional needs.