Bob Iger

I actually think that most organizations will end up in hybrid. And when you look at the data, that's actually what turns out a lot of organizations doing. They don't do extremes, one or the other. And I know remote-first companies who are doing just fine.

I actually think that most organizations will end up in hybrid. And when you look at the data, that's actually what turns out a lot of organizations doing. They don't do extremes, one or the other. And I know remote-first companies who are doing just fine.

And I guess we're going to see companies that are all in the office and they're doing... Maybe your friend's law firms are going to be doing fine when they do so. But most organizations...

And I guess we're going to see companies that are all in the office and they're doing... Maybe your friend's law firms are going to be doing fine when they do so. But most organizations...

And I guess we're going to see companies that are all in the office and they're doing... Maybe your friend's law firms are going to be doing fine when they do so. But most organizations...

I think we'll end up in a hybrid world where you actually get the benefit of those personal interactions, but also the benefit of giving people flexibility and that deep focus time that they will have when they're at home.

I think we'll end up in a hybrid world where you actually get the benefit of those personal interactions, but also the benefit of giving people flexibility and that deep focus time that they will have when they're at home.

I think we'll end up in a hybrid world where you actually get the benefit of those personal interactions, but also the benefit of giving people flexibility and that deep focus time that they will have when they're at home.

Yeah, I think that's the trade-off. When you do hybrid, people have to work, live closer. Now, if you only come into New York City three days a week, you can maybe take a little longer commute on those three days than if you have to come five, but you can't live in Sydney.

Yeah, I think that's the trade-off. When you do hybrid, people have to work, live closer. Now, if you only come into New York City three days a week, you can maybe take a little longer commute on those three days than if you have to come five, but you can't live in Sydney.

Yeah, I think that's the trade-off. When you do hybrid, people have to work, live closer. Now, if you only come into New York City three days a week, you can maybe take a little longer commute on those three days than if you have to come five, but you can't live in Sydney.

Sydney might be hard because it's a different time zone, but you can't live in, you know, it's hard to live in upstate, even upstate New York. where we would have the same time zone. So we can do a lot of synchronous work, but not together in the office. Yeah, I think that's the trade-off. And if it's for the organization, really difficult to find talent in a location.

Sydney might be hard because it's a different time zone, but you can't live in, you know, it's hard to live in upstate, even upstate New York. where we would have the same time zone. So we can do a lot of synchronous work, but not together in the office. Yeah, I think that's the trade-off. And if it's for the organization, really difficult to find talent in a location.

Sydney might be hard because it's a different time zone, but you can't live in, you know, it's hard to live in upstate, even upstate New York. where we would have the same time zone. So we can do a lot of synchronous work, but not together in the office. Yeah, I think that's the trade-off. And if it's for the organization, really difficult to find talent in a location.

I think you might go for a very distributed workforce. You bring people together for like those retreats on steroids that there is group building and there is a lot of the trust building happens then in person. You can do that. People can fly in wherever for a week or two And then they go back to their work. But it depends a lot, like how hard is it to attract talent? What talent do you need?

I think you might go for a very distributed workforce. You bring people together for like those retreats on steroids that there is group building and there is a lot of the trust building happens then in person. You can do that. People can fly in wherever for a week or two And then they go back to their work. But it depends a lot, like how hard is it to attract talent? What talent do you need?

I think you might go for a very distributed workforce. You bring people together for like those retreats on steroids that there is group building and there is a lot of the trust building happens then in person. You can do that. People can fly in wherever for a week or two And then they go back to their work. But it depends a lot, like how hard is it to attract talent? What talent do you need?

And then you trade off the upside of that. You can access that much larger talent pool.

And then you trade off the upside of that. You can access that much larger talent pool.

And then you trade off the upside of that. You can access that much larger talent pool.