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To curb the spread of COVID-19, the expansion of computer-based remote work (telework) has accelerated.

While initially hesitant, many have come to appreciate the unique benefits of telework, such as "eliminating commute time," "reducing the effort associated with people's movements," and "increasing personal time flexibility."

However, limitations are also apparent. In a remote environment, communication relies solely on the limited information conveyed through computer screens and audio. While casual greetings pose no problem, the emotional exchange and unspoken understanding gained through face-to-face interaction are lost. This makes it quite challenging to convey complex information unfamiliar to the recipient, such as new proposals or problem-solving ideas.

As a result, employees' motivation to convey complex ideas diminishes, leading to a tendency toward templated communication. This creates a sense of an invisible wall between people.

For routine tasks, template-like communication might suffice. However, the risk of diminishing "zero-to-one" initiatives—such as teams proactively launching new projects through emotional exchange and tacit understanding—is something companies cannot afford to ignore.

As more corporate functions shift to remote work, office buildings will increasingly be required to serve as a "centripetal force" – a place where employees gather for project development, engage in real discussions, and foster team cohesion.

Looking ahead, more companies may establish "resort headquarters"—relocating core functions to summer retreats or scenic locations—to compensate for the decline in direct employee interaction caused by remote work.

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If companies want to encourage employees accustomed to telework to come into the office while also fostering creative ideas, a resort hotel-like environment—where employees can relax and feel a strong team bond—is ideal.

While having headquarters in prime urban locations was once a status symbol for companies, establishing offices in locations so appealing that employees genuinely want to come to work may become the future value proposition for businesses.


Future Prediction Support Lab: http://dentsu-fsl.jp/

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Author

Naota Ogura

Naota Ogura

Dentsu Inc.

After working in newspaper advertising, he served as an Account Executive (AE) for telecommunications companies and restaurant chains, involved in planning various advertising campaigns. Following his work as a Media Planner, he joined the Dentsu Inc. Media Innovation Lab in 2016. There, he was engaged in uncovering and disseminating the latest media usage insights, spanning television to social media. In 2019, he became the representative of the Future Prediction Support Lab. In July 2021, he established the Future Business Creation Lab, building upon insights developed at the Future Prediction Support Lab. The lab supports the development of new businesses and products from a future-oriented perspective. In November 2021, he launched the consumer research project "DENTSU DESIRE DESIGN," working to develop solutions for stimulating consumption based on desire insights. Authored "Information Media White Paper 2018" and "Information Media White Paper 2019" (Diamond Inc., both co-authored).

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