The whole “RTO builds culture and networks” story is upside down. Culture isn’t something you force by sticking bodies in the same postcode; culture is what people build when they trust each other, share information freely, and aren’t ground down by pointless commutes. If your company can only transmit knowledge through overhearing desk chatter, you don’t have culture - you have an ad-hoc crutch for bad processes.
Mentorship isn’t “minute-to-minute hand-holding.” It’s structured review, clear documentation, and intentional teaching. If seniors are expected to babysit juniors in person all day, you haven’t built a system for growth, you’ve built a dependency loop that collapses as soon as those seniors leave.
And claiming remote is “very difficult to do well” is just an admission of managerial laziness. Remote is harder only if your toolkit begins and ends with meetings and hallway gossip. The companies that are intentional about remote show it scales just fine.
So yes, RTO is about (damage) control - not because managers are cartoon villains, but because without control, the hollowness of their systems is exposed.
A ‘career’ in a company you don’t own is just a managed narrative. It convinces you to trade loyalty and time for the illusion of progress, while the compounding benefits accrue to shareholders.
Mentorship isn’t “minute-to-minute hand-holding.” It’s structured review, clear documentation, and intentional teaching. If seniors are expected to babysit juniors in person all day, you haven’t built a system for growth, you’ve built a dependency loop that collapses as soon as those seniors leave.
And claiming remote is “very difficult to do well” is just an admission of managerial laziness. Remote is harder only if your toolkit begins and ends with meetings and hallway gossip. The companies that are intentional about remote show it scales just fine.
So yes, RTO is about (damage) control - not because managers are cartoon villains, but because without control, the hollowness of their systems is exposed.