Bob Iger

I don't think it actually the numbers change that much, but somehow the rhetoric. Is this, as I sometimes call like this war for return to the office, which on one hand leaders who are like some, for whatever reason, want like people back and a lot of employees who don't want to go back at definitely not five days a week. Are the executives winning on that front?

I don't think it actually the numbers change that much, but somehow the rhetoric. Is this, as I sometimes call like this war for return to the office, which on one hand leaders who are like some, for whatever reason, want like people back and a lot of employees who don't want to go back at definitely not five days a week. Are the executives winning on that front?

I don't think it actually the numbers change that much, but somehow the rhetoric. Is this, as I sometimes call like this war for return to the office, which on one hand leaders who are like some, for whatever reason, want like people back and a lot of employees who don't want to go back at definitely not five days a week. Are the executives winning on that front?

I personally don't think they will. In the end, because hybrid is, in my view, the future, and if done right, it will be successful.

I personally don't think they will. In the end, because hybrid is, in my view, the future, and if done right, it will be successful.

I personally don't think they will. In the end, because hybrid is, in my view, the future, and if done right, it will be successful.

If you've been on a good sports team that has like the energy, that can really move mountains and you can achieve like really amazing stuff. So there is some good reasons to be back in the office, at least some days. Sometimes the team has to be back and we have to have face-to-face interaction and certain tasks are going to be better done if we're actually sitting together in a room.

If you've been on a good sports team that has like the energy, that can really move mountains and you can achieve like really amazing stuff. So there is some good reasons to be back in the office, at least some days. Sometimes the team has to be back and we have to have face-to-face interaction and certain tasks are going to be better done if we're actually sitting together in a room.

If you've been on a good sports team that has like the energy, that can really move mountains and you can achieve like really amazing stuff. So there is some good reasons to be back in the office, at least some days. Sometimes the team has to be back and we have to have face-to-face interaction and certain tasks are going to be better done if we're actually sitting together in a room.

But there are terrible reasons to bring people back. Leaders might have the illusion that they can control their employees better when they're in the office because they somehow think if their buttons are in the chair in the office, then they're working harder than at home.

But there are terrible reasons to bring people back. Leaders might have the illusion that they can control their employees better when they're in the office because they somehow think if their buttons are in the chair in the office, then they're working harder than at home.

But there are terrible reasons to bring people back. Leaders might have the illusion that they can control their employees better when they're in the office because they somehow think if their buttons are in the chair in the office, then they're working harder than at home.

There is some data about some of the aspects of work. We create more creativity. So there is a study done by a colleague of mine at Columbia. And she did, with colleagues from Stanford, did an experiment where people brainstorm over Zoom, and they brainstorm in person. And they come up with more ideas in person.

There is some data about some of the aspects of work. We create more creativity. So there is a study done by a colleague of mine at Columbia. And she did, with colleagues from Stanford, did an experiment where people brainstorm over Zoom, and they brainstorm in person. And they come up with more ideas in person.

There is some data about some of the aspects of work. We create more creativity. So there is a study done by a colleague of mine at Columbia. And she did, with colleagues from Stanford, did an experiment where people brainstorm over Zoom, and they brainstorm in person. And they come up with more ideas in person.

Turns out then they have to then they have a list of projects and then they have to decide which are like the best ideas that they can actually do online as well. So I do think there is truth to that. Something in person works better. But again, is it 40 hours or whatever the workout week looks like that we do that? I don't think so.

Turns out then they have to then they have a list of projects and then they have to decide which are like the best ideas that they can actually do online as well. So I do think there is truth to that. Something in person works better. But again, is it 40 hours or whatever the workout week looks like that we do that? I don't think so.

Turns out then they have to then they have a list of projects and then they have to decide which are like the best ideas that they can actually do online as well. So I do think there is truth to that. Something in person works better. But again, is it 40 hours or whatever the workout week looks like that we do that? I don't think so.

Because you can probably then also do studies or you be more focused when you can do it at home or in a big open floor office. And you probably find you can probably be more focused when you're at home and you pick the time when you're most productive.

Because you can probably then also do studies or you be more focused when you can do it at home or in a big open floor office. And you probably find you can probably be more focused when you're at home and you pick the time when you're most productive.