Latam Leads the Way: How the Region Embraced Flexibility as the Rule, Not the Exception
For centuries, work was associated with physical effort and the need to be present in a shared space. Even after the Industrial Revolution, administrative work remained tied to physical books and direct supervision from managers. The traditional office functioned as a kind of “labor panopticon,” where the boss needed to watch in order to maintain control.
The birth of telework: the first steps toward decentralization
The arrival of computers opened the door to remote work. In the 1970s, Jack Nilles — a NASA engineer — introduced the concepts of telecommuting and telework, leading the first pilot programs aimed at reducing commuting and energy costs.
At the time, remote work was still very limited, but it planted a revolutionary idea: work depends not on location, but on connection.
From the 1980s through the 1990s, with personal computers, the internet, and email, telework ceased to be a rarity. In Europe, by the end of the decade, between 7% and 10% of the Dutch workforce was already working remotely on a regular basis.
Cultural resistance: 8-to-6 offices and the obsession with physical control
In Latin America, however, work culture remained strongly tied to physical presence. The traditional office prioritized control over productivity. Remote work was seen as a risk: How can I control an employee if I can’t see them?
This mentality delayed the adoption of telework in the region, even when there was already evidence that goal-oriented tasks could be performed more efficiently from home.
Gradual expansion: 2000–2010s
In 2002, the European Framework Agreement on Telework established formal definitions and rights, marking the maturation of the model.
Throughout the 2010s, broadband internet, cloud storage and smartphones consolidated partial remote work as a common practice in knowledge-based industries.
The pandemic: an unprecedented historical accelerator
The global turning point came with the pandemic. What would have taken a decade happened in a matter of months. Companies across all sectors were forced to adopt remote work out of necessity, proving its viability at scale.
The limits of remote work: the challenge of learning without mimicry
Although remote work ensured operational continuity, it also exposed several limitations:
- slower learning curves
- loss of visual references essential for mimicry
- reduced informal learning and socialization
- weaker interpersonal skills and team bonding
To address this, new technological solutions emerged, such as virtual training assistants — common in the fintech industry — designed to teach, evaluate, and support new employees.
Advantages and disadvantages of in-person work
The office still offers valuable contributions:
- a sense of belonging
- spontaneous social bonds
- accelerated learning
- collaborative innovation
But it also brings costs: commuting, fatigue, and rigidity.
Hybrid work: the point of balance
International evidence shows that the hybrid model combines the best of both worlds.
- The pandemic proved that many tasks can be done remotely.
- But it also showed that innovation, social learning, and certain forms of collaboration require physical presence.
This is why the world did not move toward fully remote work, but toward a combined and flexible model.
Latam: the most hybrid region in the world
A 2023 JLL study (13 countries) revealed:
- 71–72% of Latin American companies operate under hybrid models
- only 10% work fully remotely
- strict in-person work declined drastically compared to pre-pandemic levels
The region maintains a strong office culture, but now paired with a flexibility that has become irreversible.
Global leaders confirm this shift:
- Paul Knopp (KPMG): “Hybrid work is here to stay.”
- Satya Nadella (Microsoft): “We won’t abandon office spaces; we’ll use them differently.”
The future of work: a path still in construction
Hybrid work is becoming the dominant model, but its evolution is just beginning. Labor regulations in countries like Argentina are under review, and companies are analyzing productivity, costs, and employee well-being to define the future balance.
Today, the hybrid model stands out as the most sustainable approach in Latin America. It offers productivity, flexibility, and well-being without giving up the benefits of in-person interaction. The region is moving toward a mixed work model, driven by technology, pandemic-era learnings, and shifting workforce expectations.
