In 2025, generative AI has evolved from a nascent technology into an indispensable tool woven into the fabric of daily life and business. In Harvard Business Review, Marc Zao-Sanders, co-founder of filtered.com and the author of Timeboxing: The Power of Doing One Thing at a Time, recently conducted research into generative AI use trends over the past 12 months. He found that generative AI’s applications have expanded far beyond technical tasks, now addressing deeply human needs such as therapy, personal development, and creative expression. Based on his findings, this article explores the most impactful ways people are leveraging generative AI in 2025, the emerging trends, and the societal implications of this technological revolution.
The shift from technical to emotional applications
One of the most striking trends in 2025, according to Zao-Sanders’ research, is the shift from technical uses of generative AI to more emotive and personal applications. Therapy and companionship have surged to the top of the list, becoming the #1 use case for generative AI. This trend reflects a fundamental human need for connection, particularly in regions where mental healthcare is scarce. For instance, one Reddit user from South Africa (Zao-Sanders used online forums such as Reddit and Quora as part of his research) shared, “Large language models are accessible to everyone, and they can help. Unfortunately, data safety is not a concern when your health is deteriorating, and survival is the morning agenda” [1].
The rise of AI-driven therapy is bolstered by research suggesting that AI-delivered therapeutic interventions are now “indistinguishable from human-written therapeutic responses” [2]. This has profound implications for mental health accessibility, offering 24/7 support at a fraction of the cost of traditional therapy. However, it also raises ethical questions about the depth of AI’s empathy and the potential for over-reliance on machines for emotional support.
Personal and professional productivity
Generative AI has also become a cornerstone of personal and professional productivity. The second most popular use case is “Organizing my life,” where individuals rely on AI to manage schedules, set goals, and even plan household tasks. One user recounted, “I just asked it to create a timeline for me to clean and organize my house before we have guests staying” [3].
In the workplace, AI acts as a “thought partner,” as described by Jared Spataro of Microsoft: “When connected to all your work data — emails, chats, files, and meetings — AI can free you from the drudgery of work and serve as an invaluable thought partner” [4]. This augmentation of human capabilities is transforming industries, enabling employees to focus on strategic and creative tasks while AI handles routine work.
The quest for purpose and self-improvement
Another notable trend is the use of generative AI to explore purpose and self-development. “Finding purpose” ranks as the third top use case, with people turning to AI for guidance on values, goal-setting, and overcoming personal roadblocks. This reflects a broader societal shift toward self-actualisation, facilitated by AI’s ability to provide personalised advice and reframe challenges.
Allie Miller, a Fortune 500 AI advisor, highlights the psychological safety AI offers: “The lack of judgement and unrestricted exploration makes it an ideal playground for big dreams, potentially embarrassing questions, or hazy, half-formed goals” [5]. This underscores AI’s role not just as a tool, but as a catalyst for personal growth.
A deeper trend emerging from HBR’s analysis is the increasing sophistication of users and their evolving relationship with generative AI. In 2025, users are not just passive consumers of AI-generated output; they are co-creators, crafting better prompts and expecting more nuanced responses. As Zao-Sanders notes, “users seemed to have a better understanding of how LLMs work this year… the prompts cited were much better (often with explicit support from the LLMs to create them)” [6]. This shift underscores a maturing user base that recognises AI as a powerful extension of their cognitive and creative capabilities — provided they approach it with intentionality and clarity. It also reflects a growing demand for personalised, context-aware AI that adapts to individual needs rather than offering one-size-fits-all responses.
However, this increasing dependence also raises questions about over-reliance and cognitive outsourcing. Some users express concern that they’re becoming “too dependent” on AI, preferring to offload complex thinking rather than grapple with challenges themselves [7]. The debate is especially charged in educational contexts, where fears about students using AI to shortcut learning are widespread. At the same time, others argue that AI can actually enhance thinking — provided it’s used as a collaborative tool.As one Reddit user in Zao-Sanders’ study put it, “If you do not use it as a learning tool then you will destroy your career progression and become stagnant and limited in your knowledge” [8]. These tensions highlight the double-edged nature of generative AI: a technology that can elevate human potential, but only if used with awareness and discipline.
Creativity and content creation
The creative industries are undergoing a renaissance thanks to generative AI. Content creators, marketers, and artists are using tools like ChatGPT, Opus Clip, and Descript AI to streamline workflows and enhance creativity. For example, Austen Tosone, a YouTuber and podcaster, uses Opus Clip to break down long-form videos into shorter, engaging clips for social media. “With Opus Clip, I upload a link to the video episode on YouTube, and it creates tons of clips for me to choose from,” she explains [9].
Similarly, Kayla Watkins, a Pinterest strategist, leverages ChatGPT to repurpose blog posts into Instagram content. “Two weeks of Instagram content would have taken me 2-3 days to accomplish, but now it takes me under 3 hours,” she says [10]. These examples illustrate how AI is democratising creativity, allowing individuals and small businesses to compete with larger players.
Ethical and societal challenges
Despite its benefits, generative AI is not without controversy. Concerns about data privacy, misinformation, and the erosion of human skills are prevalent. One Reddit user quoted in Zao-Sanders’ research lamented, “I cancelled my subscription for this reason. I do not want to support a tool that tries to turn the world more timid and prim” [11]. Others worry about the impact on education, with AI capable of producing high-quality essays in seconds, potentially undermining critical thinking skills among students.
The rise of deepfakes and AI-generated content has also led to a “post-truth” era, where distinguishing reality from fabrication becomes increasingly difficult. Governments are responding with stricter regulations, such as the EU’s AI Act, which criminalises certain uses of AI, including deepfakes [12]. These measures aim to balance innovation with accountability, ensuring AI is used responsibly.
The future of generative AI
Looking ahead, generative AI is poised to become even more integrated into our lives. Autonomous AI agents, capable of performing complex tasks without explicit instructions, are on the horizon. These agents could revolutionise industries by automating end-to-end processes, from logistics to customer service [13].
Another development is generative video, where AI can create moving images from text prompts. While still in its infancy, this technology has the potential to transform filmmaking, advertising, and education. OpenAI’s Sora model offers a glimpse of this future, demonstrating how AI could soon generate entire scenes from simple descriptions [14].
Quantum AI, though still emerging, promises to unlock unprecedented computational power, enabling breakthroughs in fields like medicine and materials science. As Bernard Marr notes in Forbes, “Enabling algorithms to work at speeds hundreds of millions of times faster than is possible using standard computers won’t just make AI faster. It could also become capable of tackling entirely new tasks” [15].
How people are really using generative AI in 2025
Generative AI is no longer a novelty but a transformative force reshaping how we live, work, and connect. From therapy and productivity to creativity and self-discovery, its applications are as diverse as they are profound. Yet, as the technology advances, society must grapple with ethical dilemmas and ensure that AI serves humanity’s best interests. As Zao-Sanders puts it, “AI will continue to develop, as will our applications of it” [16]. The journey has only just begun.
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[1] https://hbr.org/2025/04/how-people-are-really-using-gen-ai-in-2025?ab=HP-hero-for-you-1
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[8] https://hbr.org/2025/04/how-people-are-really-using-gen-ai-in-2025?ab=HP-hero-for-you-1
[9] https://www.forbes.com/sites/emmalynnellendt/2025/02/27/how-content-creators-are-using-ai-in-2025/
[10] https://www.forbes.com/sites/emmalynnellendt/2025/02/27/how-content-creators-are-using-ai-in-2025/
[11] https://hbr.org/2025/04/how-people-are-really-using-gen-ai-in-2025?ab=HP-hero-for-you-1
[13] https://hbr.org/2024/12/what-is-agentic-ai-and-how-will-it-change-work
[16] https://hbr.org/2025/04/how-people-are-really-using-gen-ai-in-2025?ab=HP-hero-for-you-1
Introduction
Generative AI (GenAI) is redefining modern work. From automating performance reviews to brainstorming marketing ideas, these tools promise a faster, sleeker, more efficient workplace. Workers who use GenAI often produce higher-quality outputs in less time. But beneath this productivity boost lies a growing concern: as GenAI becomes more embedded in our workflows, it may also be eroding intrinsic motivation and deep engagement.
A growing body of research now reveals the cost of these gains –– not in pounds or profits, but in the psychological wellbeing of employees. As companies rush to adopt AI technologies, they risk ignoring a crucial human truth: work that feels less meaningful eventually leads to lower engagement, higher boredom, and diminished learning. The future of work may well be AI-powered, but if motivation wanes, so too will the human spark that drives creativity and innovation.
The research
In a landmark series of studies conducted by Yukun Liu, Suqing Wu, Mengqi Ruan, Siyu Chen and Xiao-Yun Xie published in Harvard Business Review, more than 3,500 participants completed real-world professional tasks with or without the aid of GenAI. The results were unambiguous. Tasks completed with GenAI — such as writing emails, Facebook posts, and performance reviews — were more polished, empathetic, and analytical than those done alone. Participants reported higher quality and efficiency when using GenAI, with language that was more engaging and personable [1].
However, once participants switched to a new task without AI support, a pattern emerged. Their intrinsic motivation dropped by an average of 11%, and boredom spiked by 20% [2]. This wasn’t just a fluke. Across multiple studies, the psychological dip was consistent: GenAI made tasks easier, but that very ease came at the expense of engagement when the technology was removed.
Why does this happen? According to the researchers, it’s about control. Tasks involving GenAI reduce the cognitive challenge that often makes work fulfilling — things like critical thinking, problem solving, and creative synthesis. When these are outsourced to an algorithm, humans can begin to feel disconnected from the output. They’re no longer the primary agents of their own work, and that loss of autonomy chips away at intrinsic motivation.
Boredom as a warning sign
This pattern is not just a curiosity — it’s a red flag for the future of work. Boredom isn’t benign. It’s often a precursor to disengagement, dissatisfaction, and burnout. A marketing professional, for example, who regularly uses GenAI to generate campaign ideas may find those ideas faster and more refined. But over time, they may also find themselves disengaged from the creative process itself, missing out on the personal satisfaction of seeing an idea through from conception to completion [3].
As GenAI becomes a fixture of knowledge work, this trend may become more widespread. If AI takes on the “best bits” of cognitively demanding tasks, what is left for humans? For some workers, this may mean less growth and fewer opportunities for meaningful development. The work becomes quicker, but also flatter — functionally efficient, but emotionally hollow.
The illusion of mastery
A less obvious, but equally significant risk lies in the illusion of competence that GenAI can create. Because these tools generate smooth, confident outputs, users may mistake fluency for genuine mastery. The long-term result? A workforce that appears productive but lacks the resilience, adaptability, and critical faculties needed to thrive in more complex, high-stakes situations.
These challenges are especially pronounced among younger employees. Gen Z, now entering the workforce, has grown up with AI technologies. While this digital fluency gives them a head start in using GenAI tools, it may also be undermining foundational skills like critical thinking, deep focus, and independent problem-solving.
A study by Microsoft and Carnegie Mellon found that the more Gen Z workers relied on AI for support, the less critical thinking they demonstrated [4]. Maria Gafforio of Canvas8 noted that AI is “weakening the attention spans of Gen Z workers even more [and their] ability to do ‘deep work’” [5]. Because many of them haven’t yet learned how to perform certain tasks independently, they may be ill-equipped to evaluate or improve upon AI-generated work.
This creates a dangerous loop. As AI fills in cognitive gaps, younger workers may miss the opportunity to master core competencies. Over time, this could result in a generation of employees who can use AI effectively, but struggle to build deep expertise, troubleshoot problems, or understand systems holistically.
Productivity platitudes fall short
Many business leaders respond to the rise of GenAI with a familiar refrain: “Now we can all focus on higher value-added tasks.” But as Chris Koch of SAP points out, this is often an empty platitude. Most companies don’t have a stockpile of “higher value” tasks sitting on a shelf, waiting to be done. If they did, someone would already be doing them [6].
What’s more, the time saved by GenAI is often minimal on an individual level. A Microsoft study found that GenAI tools save users an average of 14 minutes per day. That’s helpful — but not transformative. Turning those incremental savings into meaningful work requires conscious effort. Otherwise, the time simply vanishes into unproductive pockets of the workday [7].
Koch argues that leaders must rethink how they structure work around AI. They should ask where GenAI can offer the biggest time savings — not just faster email writing, but tasks like processing complex spreadsheets or reconciling invoices. These savings, if pooled effectively, can contribute to broader organisational goals, like reducing external contractor costs or accelerating project timelines [8].
Reclaiming motivation
To preserve both performance and engagement, organisations need to design AI integration thoughtfully. GenAI shouldn’t be treated as a shortcut that replaces human input wholesale. Rather, it should be a tool that supports and amplifies it.
One approach is to blend AI and human contributions more deliberately. For example, GenAI might draft the skeleton of a performance review, but it is up to the manager to refine the language with personalised insights. Similarly, while AI can be useful for generating ideas or structure, human teams should be encouraged to challenge, reshape and deepen the output — thereby reclaiming their agency in the creative process.
Another helpful strategy is to deliberately structure workflows that alternate between AI-assisted and autonomous tasks. Starting the day with solo, cognitively rich activities and moving to AI-enabled tasks later can help balance stimulation and efficiency. Moreover, making AI’s role in the work process transparent — explaining clearly how it complements human input — can preserve employees’ sense of ownership and contribution.
Finally, organisations must invest in AI literacy. This means more than knowing how to prompt a chatbot. It involves developing the judgement to critique, improve, and selectively override AI output. Workshops, coaching, and scenario-based training can equip employees to use GenAI not as a crutch, but as a creative partner.
The human advantage
AI-enabled employees are not just more efficient, they can also be more engaged, innovative, and fulfilled, provided the right conditions are met. William Arruda, writing in Forbes, notes that “AI doesn’t replace human employees; it enhances their capabilities” [9]. With AI handling routine processes, employees can focus on strategic initiatives and creative problem-solving, areas where human judgement and insight remain indispensable.
Companies that recognise this opportunity will gain a strategic advantage. According to McKinsey, organisations using AI have seen productivity boosts of up to 40% in certain functions [10]. But the gains aren’t only in output. AI can improve work-life balance, job satisfaction, and even employees’ sense of belonging [11].
As PwC’s Chief People Officer Ewan Clarkson put it: “Companies that successfully integrate AI into their workforce will unlock unprecedented levels of productivity, innovation, and employee satisfaction…The secret to success requires looking at the interconnection of three areas: business, technology, and people. To innovate and thrive in a rapidly evolving environment, organizations can drive productivity, growth, and transformation by harnessing the power of disruptive technologies, while ensuring that the human element remains at the forefront.” [12].
Generative AI: Productivity at the cost of motivation?
AI is not just a tool — it’s a force reshaping the meaning of work. It promises speed, scale, and precision. But it also threatens to deskill, demotivate, and disengage, especially if used without thought for the human experience. To build a sustainable future of work, companies must adopt a human-led, technology-powered model. That means preserving opportunities for deep thinking, rewarding originality over replication, and ensuring workers feel a sense of ownership over their tasks. GenAI can elevate human performance. But only if we remember what it means to be human in the first place.
More on AI
The Ethical Minefield of Artificial Intelligence
The EU AI Act: What you Need to Know
Sources
[1] https://hbr.org/2025/05/research-gen-ai-makes-people-more-productive-and-less-motivated
[2] https://hbr.org/2025/05/research-gen-ai-makes-people-more-productive-and-less-motivated
[3] https://hbr.org/2025/05/research-gen-ai-makes-people-more-productive-and-less-motivated
[6] https://www.forbes.com/sites/sap/2025/04/24/productivity-savings-from-gen-ai-dont-always-add-up/
[7] https://www.forbes.com/sites/sap/2025/04/24/productivity-savings-from-gen-ai-dont-always-add-up/
[8] https://www.forbes.com/sites/sap/2025/04/24/productivity-savings-from-gen-ai-dont-always-add-up/
Introduction
Artificial intelligence is transforming our societies at breakneck speed. From healthcare to finance, recruitment to energy, it promises revolutionary change. But behind the glossy headlines lies a harsher truth: AI is not an equalising force. Rather, it often amplifies the very inequalities it could be used to fix. What emerges is a dynamic Bhaskar Chakravorti, the Dean of Global Business at The Fletcher School at Tufts University and founding Executive Director of Fletcher’s Institute for Business in the Global Context, terms “artificial inequality,” where AI “concentrates socioeconomic opportunities and outcomes within narrow societal segments while depriving others” [1].
Through six intersecting divides –– data, income, usage, geography, industry, and energy –– this article explores AI’s impact on inequality, examining how each divide manifests and what, if anything, companies can do to stop AI from becoming a 21st-century tool of exclusion.
The data divide
Data is the lifeblood of AI, but it’s also where inequality begins. While the algorithms themselves may be neutral, the datasets they are trained on often reflect deep societal biases. Swati Tyagi, a seasoned AI/ML professional who has made significant contributions to gender equity in AI and explainable credit scoring, notes that “many AI systems demonstrate significant gender bias, particularly disadvantaging women and women of color,” a result of overrepresenting white male experiences in data and design [2].
Chakravorti reinforces this, citing examples like mortgage algorithms rejecting Black applicants at rates 150% higher than white counterparts in Chicago, and 200% higher for Latino applicants in Waco, Texas [3]. In healthcare, biased training data has led to AI diagnostic tools systematically underdiagnosing women and patients of colour.
This data divide creates a feedback loop: biased algorithms make discriminatory decisions, which produce further biased data, worsening outcomes over time. Companies have a responsibility to address this, not only through de-biasing datasets but also by collaborating with external institutions like the Algorithmic Justice League, which provides training tools and advocacy for awareness-building, and IBM’s AI Fairness 360 Toolkit [4].
The income divide
One of the most visible ways AI drives inequality is by increasing income gaps. High-skilled workers in AI-complementary roles see productivity and wage boosts, while others — especially in routinised jobs — face obsolescence. The IMF estimates nearly 40% of jobs worldwide will be affected by AI, with even conservative projections from the likes of Nobel laureate Daron Acemoglu predicting 5% of tasks will be replaced within a decade [5].
Joseph Stiglitz, a renowned economist and recipient of the Nobel Prize in Economics in 2001, is blunt about the consequences: “the net effect will be to reduce the demand for labour, increase inequality, [and] increase unemployment” [6]. This is especially worrying in low-skilled sectors and emerging economies. Even more troubling, few governments have plans to cushion the blow. The World Economic Forum found only 22% of countries have policies to address AI’s labour disruptions [7].
Yet businesses do have tools to help. Investing in reskilling programmes, partnering with initiatives that offer hands-on experience in AI tools to a wide cross-section of users like AI4ALL or Charity Excellence, or developing inclusive hiring AI are practical steps. As Chakravorti points out, many smaller firms can use AI analytics to reduce costs and compete with larger rivals, which could help level the income field if rolled out inclusively [8].
The usage divide
Even as AI spreads, its usage remains uneven — both across regions and among different socioeconomic groups. In the US, for example, those with higher education and income are far more likely to use AI tools and trust their results [9]. The roots of this usage divide are technological, but also psychological: mistrust in AI systems — especially those seen as opaque or unreliable — keeps many away.
The implications are clear. “People who use [AI] will be better positioned to navigate the coming change,” Chakravorti writes [10]. Tools exist to build trust — diagnostic systems with expert validation, interpretability features, and feedback loops — but companies must prioritise them. Without trustworthy AI, usage gaps will grow, worsening digital exclusion.
The market incentives are real. Research shows that customers are twice as likely to use AI tools they trust, and workers are 2.5 times more likely to use employer AI systems if they believe in their reliability [11]. Those who invest in trustworthy design,like Salesforce with its “humans at the helm” pledge, are already reaping reputational benefits.
The global divide
Just as AI polarises within countries, it also exacerbates gaps between them. High-income countries stand to benefit the most, with 60% of jobs exposed to AI (and potentially productivity-enhancing) compared to just 26% in low-income nations [12].
Clinton Vince, head of Dentons’ US Energy Practice, warns that “the digital divide between developed and developing nations is very, very real,” pointing to Sub-Saharan Africa’s electrification struggles and AI’s potential to help — if access can be improved [13]. Yet current US policies restricting access to advanced chips could widen these divides further.
One solution lies in open-source AI. Companies like DeepSeek in China have shown that open-weight models can rival proprietary ones at a fraction of the cost and resource demand [14]. When AI is democratised, local innovations can thrive — like Plantix, an app helping smallholder farmers identify pests. Global AI doesn’t have to mean global monopoly.
Ireland presents a compelling case study in navigating the global AI divide. Despite its small size, the country has emerged as a hub for European AI development, bolstered by a highly educated workforce and favourable tax environment. Yet questions remain about whether this growth is broad-based or disproportionately benefits multinational tech firms clustered around Dublin. Without investment in regional infrastructure and digital upskilling beyond the capital, Ireland risks creating a two-tier tech economy — one concentrated in elite urban sectors, and another left behind in rural areas. The challenge for policymakers is to ensure AI supports inclusive innovation rather than deepening existing regional disparities.
The industry divide
Perhaps nowhere is inequality more stark than in the concentration of AI power. Tech giants dominate the value chain, reinforced by exclusive deals and hardware monopolies. Meta relies on Amazon’s cloud, and most AI firms depend on Nvidia’s chips. Chakravorti notes this “locks out new entrants” and skews investments to commercially safe bets, ignoring social impact [15].
Stiglitz warns this dynamic leads to “unchecked market power” and “entrenched monopoly,” where economic concentration begets political influence [16]. Nvidia’s $2.7 trillion valuation and 88% GPU market share aren’t signs of healthy competition — they’re signals of consolidation.
To mitigate this, companies can adopt “edge AI” or small models tailored to specific use cases. Open-source alternatives, including from European firms like Mistral, also show promise. Tools like the Digital Public Goods Alliance,a multi-stakeholder initiative, promote open-source software, open data, open AI models, and open content collections that adhere to privacy standards. If more firms embrace diverse sourcing and modular openness, the industry could begin to rebalance.
The energy divide
AI’s energy appetite is another major contributor to inequality. Data centre energy use is set to rise by 35% by 2026, with water and electricity demands soaring [17]. While large firms can absorb these costs, others — particularly in the Global South — cannot. And many firms risk missing their net-zero targets due to AI’s emissions.
Yet innovation offers hope. Google’s DeepMind has cut cooling energy by 40%, and Nvidia’s newer chips use 25 times less energy than prior models. DeepSeek has shown how smart model design, like using fewer decimal places or “mixture of experts” techniques, can dramatically reduce energy needs [18].
Companies can also build greener AI by locating data centres in energy-efficient regions and using tools like photonic accelerators or 3D chips. Meanwhile, initiatives like the Cornell AI for Sustainability programme are pushing best practice on how to manage AI’s energy use, as well as how AI can help us use energy more efficiently. As Chakravorti argues, “efficiencies contribute to overall cost and resource efficiencies and enhance competitiveness” [19].
The gender divide
While often overlapping with the data divide, gender bias deserves distinct attention. AI tools reflect the unequal world they are trained on. As Swati Tyagi explains, algorithms increasingly drive healthcare, employment, and finance — but too often, they do so in ways that “systematically exclude women” [20].
In hiring, AI tools penalise women for career breaks (the “mom penalty”). In finance, credit algorithms reject women at higher rates than equally qualified men. In healthcare, diagnostic tools underperform on women, especially women of colour [21]. These aren’t isolated glitches — they’re systemic outcomes baked into the data and design.
Fixing this requires more than technical audits. Diverse development teams, sector-specific fairness rules, and mandatory transparency in AI decision-making must become the norm. If left unaddressed, AI risks rolling back decades of gender equality gains.
Monopoly, market power, and the 1%
Ultimately, the question is not just what AI can do, but who it serves. Joseph Stiglitz sees in AI an accelerant of monopoly capitalism, one that feeds a feedback loop of wealth and influence: “When market power becomes highly concentrated… that economic influence translates into political power” [22].
Already, the top 10% of US households control 67% of wealth; the top 0.1%, which includes major AI stakeholders, have seen their share of wealth grow from 8.6% in 1990 to 13.8% today [23]. The richest five tech billionaires alone have added $1 trillion to their fortunes in the last nine months.
This concentration undermines Adam Smith’s ideal of self-interest leading to collective good. Stiglitz argues we are instead witnessing a system where the gains of AI accrue to the few, while the costs — lost jobs, degraded trust, ecological strain — are socialised. Only with regulation, competition policy, and aligned incentives can this tide be turned.
AI’s impact on inequality
AI’s future is not set in stone. As Chakravorti writes, “AI acceleration does not have to translate into a more fragile, divided world” [24]. But it will, unless proactive measures are taken. Companies can act: by investing in fair data, trustworthy design, inclusive access, open ecosystems, and sustainable operations. Governments must also play their part, through regulation, reskilling programmes, and digital infrastructure.
Left to its own devices, AI will reflect and reinforce our worst inequalities. But guided wisely, it still holds the potential to help us build a fairer world.
More on AI
The Ethical Minefield of Artificial Intelligence
The EU AI Act: What you Need to Know
AI – A doomsday scenario with Roman Yampolskiy – Podcast
Sources
Introduction
Navigating a personal crisis while maintaining professional responsibilities is a challenge that transcends industries, job titles, and career stages. Whether it’s coping with illness, grieving a loss, managing family upheaval, or facing financial difficulties, these situations can profoundly impact one’s ability to function effectively at work. The modern workplace often demands our full attention, yet life’s inevitable crises don’t pause for business hours. Working through such periods is difficult, but it can be done. This article hopes to explain how.
Work/life crossover
Personal crises are universal experiences that don’t discriminate based on career success or position. As Amy Gallo, cohost of the Women at Work podcast and author of Getting Along: How to Work with Anyone (Even Difficult People), writes in Harvard Business Review, stressful life events — whether tending to a sick family member, coping with divorce, or managing one’s own health issues — create profound distractions that even the most dedicated professionals struggle to overcome [1]. The emotional toll manifests in various ways: decreased productivity, difficulty concentrating, emotional volatility, or simply the mental exhaustion of maintaining appearances while suffering privately.
Anne Kreamer, author of It’s Always Personal, emphasises that while such challenges are universal experiences, this knowledge offers little practical comfort when you’re struggling to meet basic work demands [2]. Research by Ashley Hardin at Washington University reveals these personal struggles inevitably affect workplace dynamics, often in ways we don’t anticipate [3]. Colleagues unaware of the situation may misinterpret changes in behaviour as disengagement or lack of commitment, while those who do notice something amiss may feel uncomfortable addressing it without invitation.
Marjie Terry of Great on the Job underscores this delicate balance: “You should try to keep your personal crisis out of the workplace as much as possible because it can become a burden and unnecessary distraction for others. That being said, when you’re dealing with a longer-term crisis, you’ll likely need to rearrange your workload and/or schedule” [4]. This tension between personal needs and professional expectations forms the core challenge of navigating crises while employed.
Assessing your needs
The first critical step in managing a crisis professionally involves conducting an honest assessment of what you truly need. Jane Dutton from the University of Michigan advises taking comprehensive stock of available resources both within and outside your organisation [5]. This inventory might include your personal support systems (family, friends, community groups), any workplace flexibility options (remote work, adjusted hours), potential professional support (HR policies, employee assistance programs), or simply colleagues who might be willing to temporarily shoulder some responsibilities.
Nancy Collamer, a career coach at MyLifestyleCareer.com, suggests this assessment should include realistic evaluation of how the crisis affects your work capacity: “Remember that any crisis could affect your attitude toward work, your performance, your availability, your level of energy or all of the above” [6]. She emphasises that if work will be impacted, it’s better to inform your manager proactively rather than have them assume you’re simply “slacking off.”
Interestingly, the solution doesn’t always require dramatic measures. As Dutton notes, “It might be as simple as leaving work early on Fridays for a month” [7]. Forbes contributor Chrissy Scivicque’s personal account reinforces this, describing how during her own crisis, she learned to “be gentle with yourself… If you’re not as chipper as usual, it’s perfectly fine. If you’re a little slower getting things done, don’t worry” [8]. This self-compassion forms the foundation for making practical adjustments.
The privacy paradox
One of the most agonising decisions during a personal crisis involves determining how much to disclose at work. Kreamer stresses that “this has to be an individual choice,” particularly with stigmatised issues like mental health struggles or financial troubles [9]. Dutton cautions that in some organisational cultures, disclosure can carry professional risk, suggesting we assess our environment carefully before sharing [10].
Speaking on a Forbes roundtable, a number of experts presented varied perspectives on this dilemma. Deborah Shane, a career author, featured writer, speaker, and media and marketing consultant, warns against oversharing: “Don’t be a drama queen or a toxic person. The more crisis and disruption surrounds you, the more people will think of you that way” [11]. Yet Ann Kaiser Stearns, Ph.D., author of Living Through Personal Crisis, offers more nuanced advice: “The information shared is best limited to the basic details. Why? The more you disclose the more easily your vulnerabilities and reactions can be scrutinised and misconstrued” [12].
Hardin’s research presents a compelling case for measured sharing, showing that when colleagues understand personal circumstances, they become more motivated to provide meaningful support [13]. Scivicque’s personal experience echoes this: “It may be helpful to share your situation with a trusted colleague and/or supervisor. This will give them some context around why you’re not acting like yourself” [14]. She wisely adds that you can be vague about details, especially with sensitive medical issues.
A middle path emerges from these perspectives: strategic, limited disclosure tailored to different workplace relationships. You might share more with a trusted manager who needs to understand your need for flexibility, while giving only basic information to colleagues who simply need to know you’re dealing with a private matter.
Establishing boundaries
Once the decision to share has been made, establishing clear boundaries becomes essential. Kreamer notes that “most people don’t want to know every detail of your parent’s chemotherapy. They want to know the pertinent information and how it’s going to affect them” [15]. This pragmatic approach respects both your privacy and colleagues’ need for work-relevant information.
The Forbes experts provide concrete strategies for these difficult conversations. Melissa Hopp, vice president of administrative services at the Community College of Baltimore County, advises walking the line between openness and professionalism: “You don’t want to be a soap opera but you don’t want to be so private that people don’t have the opportunity to support you” [16]. Terry recommends practical measures like having sensitive conversations behind closed doors and scheduling personal appointments outside work hours when possible [17].
Scivicque offers particularly insightful advice about managing well-meaning but potentially disruptive check-ins: “Ask people to refrain from contacting you at work to discuss the personal situation unless it’s an emergency, and assure them that you will still be available outside of working hours” [18]. This protects your work focus while maintaining important support channels.
Asking for help
Many struggle with requesting accommodations during crises, fearing they’ll be seen as weak or unreliable. Yet as Kreamer observes, “Ideally, when you share the news, your colleagues will say: ‘I’m going to do such-and-such for you. Are you cool with that?’ But if your coworkers aren’t forthcoming about offering help, ask for it explicitly” [19].
Wayne Baker’s research reveals that how we frame requests dramatically affects their success [20]. Effective requests tend to be those that are specific about what’s needed, clear about why it matters, and bounded by time parameters. For example: “I’d appreciate if you could handle the client meeting next Tuesday. This would let me attend my father’s doctor appointment without worrying about work. Could you take this one meeting so I can focus on family that day?”
Scivicque adds an important caveat: “Please recognise that people aren’t always great at knowing how to help… Help them out by telling them exactly what you need” [21]. This might mean requesting reduced responsibilities or, conversely, asking for more work as distraction — the key is clear communication.
Engaging management
Involving your manager requires particular care. Kreamer advises developing “some notion of how you intend to handle the problem” before the conversation [22]. Presenting solutions alongside challenges demonstrates professionalism and makes it easier for managers to support you.
Collamer suggests timing the conversation carefully: “If possible, wait to speak with your employer until you’ve had a chance to settle your nerves and reflect on the situation. The last thing you want to do is dissolve into a puddle of tears in your boss’s office” [23]. Preparation is key — consider rehearsing with a trusted friend.
Maggie Mistal, a career consultant, radio host and speaker, emphasises transparency about impacts: “Don’t sugarcoat or downplay the situation if you’re really in a crisis. It will only mismanage expectations and you could end up disappointing others” [24]. This honest approach prevents compounding problems down the line.
To work or step away?
Perhaps the most profound decision involves whether to continue working or take leave. Kreamer’s personal experience reveals work’s potential therapeutic value: after losing three family members, she found the routine provided essential stability [25]. Conversely, she acknowledges that when someone “won’t be able to function at the caliber that your job requires,” leave may be the healthiest option [26].
Scivicque describes work as a potential “sanctuary — a port away from the storm” during her crisis [27]. Yet she acknowledges that when personal matters require all your attention, “you’re best to take time off” [28]. Stearns offers a practical middle ground: exploring options like temporary remote work or adjusted schedules [29].
Financial realities complicate this decision, as not all companies offer paid leave. However, even short breaks can provide crucial breathing room. The key lies in honest self-assessment: can you maintain acceptable performance while managing the crisis? If not, temporary withdrawal may preserve both your health and professional reputation long-term.
Emotional management
Maintaining professionalism during emotional turmoil presents perhaps the greatest challenge. Author and thought leader Erika Andersen’s analysis of emotional self-control provides valuable perspective, drawing parallels between childhood emotional regulation and professional conduct during crises [30]. Her examination of Abraham Lincoln’s leadership during the Civil War — managing profound personal depression while guiding a nation — offers powerful lessons [31].
Lincoln’s practice of writing angry letters he never sent demonstrates the value of processing emotion privately before professional interactions [32]. Andersen suggests modern professionals adopt similar strategies: “When you feel panicked or overwhelmed, and the urge to run away, or lash out, or deny reality gets strong…you need to just stop. Take a breath. Remind yourself of your ultimate goal” [33].
This emotional discipline doesn’t mean suppressing genuine feelings, but rather channelling them appropriately. As Deborah Shane advises, “Keep your poise and positive attitude and act as best you can daily” [34]. Collamer adds the importance of maintaining perspective: “Don’t forget that no matter how tough your situation is, everyone has ongoing personal challenges, so don’t forget to occasionally ask about them and their lives as well” [35].
Thinking long-term
The aftermath of a crisis often brings unexpected professional developments. Several case studies demonstrate how compassionate workplaces breed fierce loyalty. Amy Morin’s psychological perspective reminds us that personal and professional lives inevitably intertwine: “You can’t completely separate your work life from your home life, no matter what you do. You’re a human being, not a robot” [36]. Her research shows how emotions from one sphere affect the other — excitement may increase risk-taking at work, while sadness might make us settle for less [37]. Recognising these spillover effects allows for more mindful professional conduct during personal difficulties.
Working through a personal crisis
Working through personal crises requires a multifaceted approach combining self-awareness, strategic communication, and emotional intelligence. By assessing your needs honestly, setting clear boundaries, and making thoughtful requests for support, you can manage the situation without sacrificing your wellbeing or career. Remember that crises are temporary — with the right approach, you can emerge stronger, preserving both your professional standing and personal resilience.
As Scivicque puts it: “If you’re going through difficult times, I want you to know you’re not alone. We’ve all been through it and we’ll all go through it again… Take care of yourself and remember — this too shall pass” [38]. The workplace can indeed become a source of stability and even healing during life’s most challenging chapters. With compassion for yourself and clarity in your actions, you’ll find a way through.
More on Managing Emotions
Mastering your emotions for a better life with Lisa Feldman Barrett – Podcast
Unlocking the secrets of facial expression with Dan Hill – Podcast
Emotional Intelligence and Engaging Others
How Adopting a More Positive Mindset Can Transform Your Work
Sources
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[2] https://hbr.org/2017/11/what-to-do-when-a-personal-crisis-is-hurting-your-professional-life
[3] https://hbr.org/2017/11/what-to-do-when-a-personal-crisis-is-hurting-your-professional-life
[4] https://www.forbes.com/sites/jacquelynsmith/2012/08/08/how-to-handle-a-personal-crisis-at-work/
[5] https://hbr.org/2017/11/what-to-do-when-a-personal-crisis-is-hurting-your-professional-life
[6] https://www.forbes.com/sites/jacquelynsmith/2012/08/08/how-to-handle-a-personal-crisis-at-work/
[7] https://hbr.org/2017/11/what-to-do-when-a-personal-crisis-is-hurting-your-professional-life
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[10] https://hbr.org/2017/11/what-to-do-when-a-personal-crisis-is-hurting-your-professional-life
[11] https://www.forbes.com/sites/jacquelynsmith/2012/08/08/how-to-handle-a-personal-crisis-at-work/
[12] https://www.forbes.com/sites/jacquelynsmith/2012/08/08/how-to-handle-a-personal-crisis-at-work/
[13] https://hbr.org/2017/11/what-to-do-when-a-personal-crisis-is-hurting-your-professional-life
[15] https://hbr.org/2017/11/what-to-do-when-a-personal-crisis-is-hurting-your-professional-life
[16] https://www.forbes.com/sites/jacquelynsmith/2012/08/08/how-to-handle-a-personal-crisis-at-work/
[17] https://www.forbes.com/sites/jacquelynsmith/2012/08/08/how-to-handle-a-personal-crisis-at-work/
[19] https://hbr.org/2017/11/what-to-do-when-a-personal-crisis-is-hurting-your-professional-life
[20] https://hbr.org/2017/11/what-to-do-when-a-personal-crisis-is-hurting-your-professional-life
[22] https://hbr.org/2017/11/what-to-do-when-a-personal-crisis-is-hurting-your-professional-life
[23] https://www.forbes.com/sites/jacquelynsmith/2012/08/08/how-to-handle-a-personal-crisis-at-work/
[24] https://www.forbes.com/sites/jacquelynsmith/2012/08/08/how-to-handle-a-personal-crisis-at-work/
[25] https://hbr.org/2017/11/what-to-do-when-a-personal-crisis-is-hurting-your-professional-life
[26] https://hbr.org/2017/11/what-to-do-when-a-personal-crisis-is-hurting-your-professional-life
[29] https://www.forbes.com/sites/jacquelynsmith/2012/08/08/how-to-handle-a-personal-crisis-at-work/
[34] https://www.forbes.com/sites/jacquelynsmith/2012/08/08/how-to-handle-a-personal-crisis-at-work/
[35] https://www.forbes.com/sites/jacquelynsmith/2012/08/08/how-to-handle-a-personal-crisis-at-work/
Introduction
There’s a particular moment of workplace dread that many employees know all too well. It’s that unsettling instant when your boss outlines a plan, makes a decision, or champions an idea that you firmly believe is going to backfire. You know it’s flawed — but how do you say so? Telling your boss they’re wrong is one of the most delicate balancing acts in professional life. Get it right, and you might be seen as a trusted adviser. Get it wrong, and you could damage your relationship or your career.
But saying nothing comes with its own risks: poor performance, organisational inefficiencies, and — ironically — damaged relationships. So how can you push back without burning bridges?
Why it’s hard
Disagreeing with authority goes against our social conditioning. “Most of us are brought up to respect and defer to authority,” says Melody Wilding, executive coach and author of Managing Up: How to Get What You Need from the People in Charge. “Feedback, tough conversations, and disagreements usually roll downhill; they’re not something we’re taught to give upwardly” [1].
From a neuroscience perspective, the very thought of contradicting your boss can trigger a stress response. “Our brains associate these interactions with potential threats,” says neurologist Joel Salinas. The result? A racing heart, clenched muscles, and a narrowed focus that makes strategic thinking difficult [2].
But understanding this psychological wiring is the first step to overcoming it. If you can label the fear, you can start to loosen its grip.
The need for challenge
You might worry that disagreeing with your boss will label you as a troublemaker. But in reality, thoughtful pushback can mark you out as someone who cares deeply about the success of your team and organisation.
“When employees don’t challenge timelines, priorities, or direction, companies waste money chasing the wrong goals,” says Wilding. She points out that the higher up leaders rise, the fewer people challenge them. “You earn trust by speaking up, even when it’s tough” [3].
And the stakes for staying silent are real. As Harvard Law School’s Robert Bordone explains, “You’re going to feel frustrated, you won’t sleep well, and your performance could suffer. There’s a real ripple effect” [4].
Pushback power
Before diving into a disagreement, reflect on your position. Wilding suggests gauging your “pushback power” — your ability to safely challenge decisions — based on your tenure, your relationship with your boss, and the context of the organisation.
Is the company in crisis, requiring quick decisions and total alignment? Or is it a stable environment that welcomes discussion? “It doesn’t mean you can’t speak up if those factors aren’t in your favour,” Wilding says, “but you may need to be more incremental in your approach” [5].
It’s about shifting from a subordinate mindset to a partnership one — seeing yourself as a trusted collaborator, not just a follower.
Timing
Even the best points fall flat if delivered at the wrong moment. According to Wilding, it’s often wiser to wait until your next one-on-one or a quieter moment: “Timing is everything” [6]. Bordone adds, “Trying to have a potentially contentious conversation in the hallway on a Friday afternoon, just as they’re leaving for the weekend, isn’t ideal” [7].
Preparation also matters. Caroline Castrillon of Forbes advises that “If your boss is having a bad day, that’s not the right moment to explain why you disapprove of their recent marketing idea” [8]. Instead, set up a time in a private setting where you can both speak freely.
Every boss is different
Different bosses react to pushback in different ways. Some appreciate directness — “I don’t agree” — while others might take it personally. Wilding notes, “Saying, ‘I worry this plan will burn people out,’ lands differently than, ‘I worry this plan will waste money,’” depending on your manager’s values [9].
Observe how they react when others speak up. Do they value facts, efficiency, consensus, or loyalty? Matching your language to their priorities can help your feedback land more constructively.
And if in doubt? Ask questions.
No accusations
Leading with curiosity is one of the most effective ways to challenge without conflict. Instead of saying, “That’s wrong,” try: “Help me understand what factors are influencing this decision?” This signals that you want to collaborate, not contradict.
Wilding also suggests using a “micro yes” before sharing your view: “Are you open to another perspective?” or “Could I share what I’m seeing?” These small agreements make the conversation feel less adversarial and more consensual [10].
Mark Murphy, CEO of Leadership IQ, offers similar advice. Instead of saying, “This calculation is wrong,” say: “When I ran the numbers, I got a different result — did you notice anything in the third column?” [11]. The tone invites reflection rather than resistance.
Use the data
Data gives your argument structure and credibility. “Don’t just make a pitch because your position ‘feels’ right,” advises Patrick Mullane. “Find all the data you can to support your position. But don’t just find it — make it tell a story” [12].
That said, there’s a fine line between passion and emotion. “Managers love passionate employees,” says Castrillon. “Just don’t get overly emotional to the point that you become frazzled and lose focus” [13]. Passion can energise your argument. Raw emotion can undercut it.
Frame your disagreement around collective success. “I want to make sure this project succeeds and that you have all the information to make the best call,” is a much stronger opening than, “I don’t like this idea.”
If you’re a product manager, for example, Wilding recommends saying: “I see it as my job to steward our road map and ensure we’re prioritising the right features. To do that, here’s what I think” [14].
This frames your concern as part of your role — not as a personal objection.
Prepare for pushback
Even with the best intentions, your boss might get defensive. Stay calm. Salinas recommends taking a moment to breathe before responding [15]. If accused of undermining, flip it: “I am a team player, that’s why I’m bringing this up.”
And if your boss says, “I thought you were behind me,” respond with: “I am — that’s why I want you to have all the information to make the strongest decision” [16].
Remember: you’re advocating for success, not staging a rebellion.
Compromise
Sometimes you won’t win outright — but that doesn’t mean all is lost. Wilding suggests proposing a small test or pilot scheme: “Maybe we don’t go fully in the direction I’m proposing, but how about we try a pilot?” [17].
This signals that you’re collaborative, not combative. And it leaves the door open for future influence. “If you back off entirely and never bring it up again,” warns Wilding, “your manager might think, ‘I don’t have to listen next time’” [18].
Of course, you won’t always persuade your boss — and that’s okay. “In most cases, you should probably back off,” Wilding concedes. “Realise that there’s still a hierarchy. Your influence is substantial but limited” [19].
Pick your battles. As Mullane puts it, “Pick battles big enough to matter but small enough to win” [20]. And if it’s not unethical or illegal, sometimes you just have to let go.
If things don’t go your way, take time to reflect. What worked? What didn’t? “Sometimes, you need to let bad decisions play out, so people listen to you in the future,” says Wilding. And if you turn out to be right? Don’t rub it in. “We have to let people face the consequences so they can come to that realisation on their own” [21].
How to tell your boss they’re wrong
Disagreeing with your boss isn’t just about courage — it’s about strategy, timing, empathy, and mutual respect. When done right, it can strengthen your professional relationship, improve decision-making, and enhance team performance.
Bosses are human. They make mistakes. And most of them, if approached the right way, will thank you for helping them avoid one.
More on Conflict
Diversity and Conflict for a Plural Workforce
How to Argue and Why we Should
Emotional Intelligence and Engaging Others
How “Nice” Should You be at Work?
Six Negotiation Myths That Might Be Costing You
A Master Class in Negotiation with Simon Horton – Podcast
Sources
[1]https://hbr.org/2025/04/how-to-tell-your-boss-theyre-wrong-tactfully
[2]https://hbr.org/2025/04/how-to-tell-your-boss-theyre-wrong-tactfully
[3]https://hbr.org/2025/04/how-to-tell-your-boss-theyre-wrong-tactfully
[4]https://hbr.org/2025/04/how-to-tell-your-boss-theyre-wrong-tactfully
[5]https://hbr.org/2025/04/how-to-tell-your-boss-theyre-wrong-tactfully
[6]https://hbr.org/2025/04/how-to-tell-your-boss-theyre-wrong-tactfully
[7]https://hbr.org/2025/04/how-to-tell-your-boss-theyre-wrong-tactfully
[9] https://hbr.org/2025/04/how-to-tell-your-boss-theyre-wrong-tactfully
[10] https://hbr.org/2025/04/how-to-tell-your-boss-theyre-wrong-tactfully
[12] https://www.forbes.com/sites/patrickmullane/2023/07/26/how-to-disagree-with-your-boss/
[14] https://hbr.org/2025/04/how-to-tell-your-boss-theyre-wrong-tactfully
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[16] https://hbr.org/2025/04/how-to-tell-your-boss-theyre-wrong-tactfully
[17] https://hbr.org/2025/04/how-to-tell-your-boss-theyre-wrong-tactfully
[18] https://hbr.org/2025/04/how-to-tell-your-boss-theyre-wrong-tactfully
[19] https://hbr.org/2025/04/how-to-tell-your-boss-theyre-wrong-tactfully
[20] https://www.forbes.com/sites/patrickmullane/2023/07/26/how-to-disagree-with-your-boss/
[21] https://hbr.org/2025/04/how-to-tell-your-boss-theyre-wrong-tactfully
Introduction
In recent years, corporate sustainability has faced unprecedented challenges. What was once a burgeoning movement, celebrated for its potential to align business with planetary health, is now under siege. Political polarisation, populist backlash, and shifting regulatory landscapes have left many companies questioning their sustainability commitments. But this moment is not the end of sustainability but a critical juncture — one that demands resilience, pragmatism, and strategic foresight.
The crisis
The sustainability movement, after decades of progress, finds itself at a crossroads. Writing in Harvard Business Review, Georg Kell, Martin Reeves, and Helena Fox note that “a shifting political landscape — intensifying rivalry between nations, increasing social polarisation, and a populist backlash against sustainability efforts — is radically redefining the conditions under which corporations must survive and thrive” [1]. In the US, sustainability commitments are being unwound, while Europe faces pushback against stringent reporting requirements like the Corporate Sustainability Reporting Directive (CSRD) [2]. Even the term “ESG” has become politically charged, with companies quietly removing it from their communications [3].
This retreat is not merely rhetorical. Dr Ioannis Ioannou, a leading expert in sustainability leadership and corporate responsibility, observes that “many companies are quietly backing away” from sustainability, exposing the fragility of commitments made during more favourable times [4]. Yet, this backlash does not negate the underlying imperatives. Climate disasters are intensifying, with the number of weather-related disasters increasing fivefold in the last 50 years [5]. Six of the nine planetary boundaries — critical thresholds for Earth’s stability — have already been breached, raising the risk of irreversible damage [6]. The question, then, is not whether sustainability matters, but how companies should navigate this turbulent period.
The rebound
Despite the current retreat, there are compelling reasons to believe that sustainability will regain momentum. Renewable energy, for instance, has reached a tipping point. China accounted for 40% of global renewable capacity expansion between 2019 and 2024, and renewables now represent nearly a quarter of the EU’s energy use [7]. These advancements are not easily reversed, as they are underpinned by massive infrastructure investments — $300-400 billion annually in global power grids over the past decade [8].
Moreover, planetary realities will eventually reshape politics. As climate impacts become more severe — evidenced by events like the Los Angeles fires — public opinion will likely demand stronger action [9]. Kell, Reeves, and Fox argue that “a deterioration of climatic conditions may even enhance the probability and intensity of a bounce back” [10]. Businesses that recognise this inevitability can position themselves ahead of the curve.
Another driving force is the economic viability of sustainable business models. Companies like Maersk, which invested in low-carbon fuels and electrified port operations, have turned sustainability into a competitive advantage [11]. Similarly, car-sharing platforms, home solar systems, and circular economy models are proving that sustainability can be profitable. As David Carlin notes in Forbes, “sustainability is no longer seen as an additional cost” but as a driver of economic opportunity [12].
Navigating the backlash
In this liminal period, companies must avoid two extremes: blind idealism and outright abandonment of sustainability. Instead, they should adopt a pragmatic, long-term approach.
Leaders must prepare for a future where sustainability rebounds. This means reducing exposure to environmental risks and pre-empting future regulations. Kell, Reeves, and Fox advise companies to “be guided by the long-term scenario of a sustainability rebound,” as this mindset builds resilience and trust with stakeholders [13]. For example, Interface, a global flooring company, pioneered a closed-loop recycling model in the 1990s, which now supplies over half of its materials from recycled or bio-based sources [14]. By embedding sustainability into their business model, they turned it into a source of efficiency and customer engagement.
Sustainability has become politicised, but shared values like environmental stewardship and intergenerational responsibility can still bridge divides [15]. Companies should anchor their strategies in these principles while remaining attuned to political realities. As Kell, Reeves, and Fox suggest, “operating from your own company’s values and principles creates a pragmatic basis to plot a steady course” [16]. This approach fosters consistency amid external volatility.
With international collaboration faltering, local initiatives offer a path forward. Elinor Ostrom’s research shows that polycentric approaches — multiple independent initiatives — can foster widespread agreement on norms [17]. Companies like Nike and New Belgium Brewing have successfully localised sustainability efforts, building trust and resilience from the ground up [18].
Sustainable integration
Sustainability must be woven into core business functions, not treated as a standalone project. Carlin highlights that sustainability teams are increasingly seen as “internal experts” rather than just reporting specialists, with their input sought in strategic decisions [19]. This integration mirrors the rise of data protection as a cross-cutting priority. When sustainability is embedded into operations — such as supply chain optimisation or energy efficiency — it becomes harder to reverse and more likely to deliver tangible benefits [20].
Navigating the sustainability backlash requires a new leadership mindset — one that embraces contradictions between short-term pressures and long-term goals.
Rebuilding trust
One of the most critical lessons from the current backlash is the need for greater transparency and accountability in sustainability efforts. Many companies initially embraced ESG as a branding exercise, leading to accusations of greenwashing when commitments were not met. As Loannou notes, “not every company was ever serious about this work,” with some adopting sustainability language merely because it was fashionable or financially advantageous [21]. This has eroded public trust and fuelled scepticism. To regain credibility, businesses must move beyond performative pledges and demonstrate measurable progress. This means setting clear, science-based targets, regularly reporting on outcomes — even when they fall short — and engaging stakeholders in honest conversations about challenges and trade-offs.
For example, firms like Unilever and Patagonia have maintained stakeholder trust by openly sharing their sustainability data, including setbacks, while outlining concrete steps for improvement. Similarly, Carlin’s observation that “credibility will come from delivering measurable results” underscores the shift from rhetoric to action [22].
Transparency also requires democratising the sustainability conversation, which has often been dominated by technical jargon and elite circles. As Loannou points out, terms like “net-zero by 2050” or “Scope 3 emissions” may be essential but fail to resonate with workers, consumers, or small businesses [23]. Companies must communicate their efforts in accessible ways, tying sustainability to tangible benefits like cost savings, job creation, or community resilience. This approach not only counters disinformation but also rebuilds the broad-based support needed to withstand political headwinds. In a period of backlash, trust is the currency that will determine which companies emerge stronger — and which are left behind when the pendulum swings back toward sustainability.
Staying the course
Leaders must internalise that setbacks are inevitable but temporary. Kell, Reeves, and Fox urge companies to “guide your organisation based on your core values,” avoiding the cost of frequent strategy shifts [24]. This clarity helps teams navigate uncertainty without losing sight of critical objectives.
While idealism can inspire, pragmatism ensures survival. Companies should focus on specific, defensible priorities — like materials efficiency or climate risk mitigation — that align with both short-term gains and long-term sustainability [25]. As Carlin notes, “the time for pledges and announcements has passed”; credibility now comes from delivering measurable results [26].
Periods of uncertainty present opportunities. Companies that act decisively — whether through localisation, innovation, or resilience-building — can outpace competitors distracted by the backlash [27]. For instance, firms investing in renewable energy or circular economies are not just future-proofing their operations but also unlocking new markets [28].
Moving forward
The sustainability backlash is real, but it is also temporary. Companies must look beyond short-term politics and focus on the inevitable rebound. As Loannou puts it, “The firms that endure will not be those that retreat the fastest. They will be the ones that used this moment to clarify their strategy, recommit to their purpose, and lead with resilience” [29].
The question is no longer whether sustainability will matter again, but whether companies are prepared for its resurgence. Those that integrate sustainability into their core operations, champion localised solutions, and align it with economic value will not only survive the backlash but emerge stronger. As Carlin concludes, sustainability is evolving — not retreating — and businesses must evolve with it [30].
More on Sustainability
The Role of Financial Services in Combating the Climate Crisis
The Need for Biophilic Design in the Modern Workplace
Sources
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[17] https://hbr.org/2025/04/corporate-sustainability-is-in-crisis-what-should-companies-do-now
[18] https://hbr.org/2025/04/corporate-sustainability-is-in-crisis-what-should-companies-do-now
[24] https://hbr.org/2025/04/corporate-sustainability-is-in-crisis-what-should-companies-do-now
[25] https://hbr.org/2025/04/corporate-sustainability-is-in-crisis-what-should-companies-do-now
[27] https://hbr.org/2025/04/corporate-sustainability-is-in-crisis-what-should-companies-do-now
Introduction
In an increasingly globalised economy, the ability to effectively lead international teams is no longer a specialist skill — it’s a core competency. Whether managing a cross-continental project team, coordinating global customer service, or integrating multinational departments post-acquisition, today’s leaders must navigate cultural differences, time zone clashes, and communication styles that vary dramatically. The best global leaders are not just multi-lingual in speech, but in behaviour, expectations, and understanding. They lead with what David Livermore, founder of the Cultural Intelligence Center, calls “cultural intelligence” — a learned, flexible capacity to adapt to and draw strength from diversity [1].
Managing autonomy
One of the most common pitfalls for Western managers leading international teams is the overreliance on autonomy as a universal motivator. In Western, individualist cultures, autonomy is often viewed as essential for creativity, engagement, and job satisfaction. Employees are expected to speak up, take initiative, and define their own success paths. However, 70% of the world’s workforce is collectivist and hierarchical, according to GLOBE Leadership Studies, meaning they are more comfortable when leaders provide guidance, define processes, and make group-oriented decisions [2].
This contrast was starkly evident in McDonald’s operations in India. The company’s Employee of the Month programme failed spectacularly when recipients, rather than being celebrated, were teased and resented. “They were accused of betraying their team and undermining camaraderie,” Livermore recalls. McDonald’s had to pivot to a Team of the Month model, better aligned with local values [3].
Likewise, the multinational firm Everfresh (a pseudonym) encountered resistance to a well-intentioned “Speak Up” initiative. Many employees in Asian countries associated the phrase with publicly challenging authority — a cultural taboo. So the company reframed the campaign to encourage alternative forms of feedback, such as anonymous group submissions or one-on-one discussions, which “led to a significant increase in constructive input” [4].
Sam Silverman, managing partner of EB5 Affiliate Network, recommends leaders of international teams design systems that respect these cultural nuances from the outset. “Provide new employees with a corporate structure chart… explain your management style and preferred communication channels,” he advises, noting that clear onboarding helps avoid clashes between cultural assumptions and company norms [5].
The obvious lesson is that successful global leadership requires flexibility. Leaders need to carefully evaluate each context and tailor their approach — offering the right balance of direction, independence, and oversight — to align with the specific cultural values and needs of their team members.
Psychological safety
The idea of psychological safety — where team members feel safe to speak freely and take risks — has become a staple of Western management theory. Amy Edmondson’s research at Harvard Business School and Google’s Project Aristotle are frequently cited as proof of its value [6]. Yet, the assumption that psychological safety looks the same in every context can backfire.
In more hierarchical or face-saving cultures, “open disagreement and debate can feel deeply unsafe,” Livermore warns. Teams may default to safe, unchallenging ideas in order to avoid conflict, leading to the “common knowledge effect” — where only familiar perspectives are shared [7]. Leaders like Isabella, a global marketing executive, discovered this firsthand. Despite investing in bonding activities, her team still struggled to navigate conflicting cultural priorities. Eventually, she implemented culturally inclusive norms such as: ‘Any product launch campaign must be tested in at least three markets within six weeks.’ The specificity of the norm provided clarity while respecting different styles of input and buy-in [8].
Even the phrasing of questions can shape participation. Instead of asking, ‘Do you have any questions?’, for example, say, ‘What questions do you have?’. This subtle shift signals that questions are expected, not disruptive. It is the minute changes like this that can open up a whole world of possibilities to those of a different cultural mindset.
Don’t overemphasise differences
Diversity is a strength — but focusing too much on difference can become counterproductive. According to a Deakin University study, over-indexing on diversity can lead to anxiety and reduced knowledge-sharing [9]. Another meta-analysis by Rockstuhl and Van Dyne found that knowing a lot about cultural differences can be more harmful than being culturally ignorant if it fosters rigid thinking or reinforces stereotypes [10].
To harness diversity without fragmenting teams, Livermore recommends leaders ensure they are regularly shifting their perspectives to put themselves in the shoes of their team. A simple shift in perspective may sound basic, but it’s effective. In a study led by Columbia’s Adam Galinsky, students were asked to write a first-person essay from the perspective of an elderly man. The exercise resulted in more empathetic, positive narratives than those written from a detached or stereotype-avoiding stance [11]. In practice, leaders can apply this by asking team members to describe a colleague’s opposing viewpoint in the first person during disagreements. This simple exercise humanises teammates and uncovers shared understanding — a powerful antidote to division.
Moreover, shared purpose remains a powerful unifier. As demonstrated by Muzafer Sherif’s Robbers Cave experiments –– in which researchers divided boys into two teams at summer camp, leading to conflict that only subsided when they faced shared challenges, like fixing the camp’s water supply and a broken truck carrying food –– common goals can overcome entrenched differences. As Livermore writes, “Labeling differences… inevitably creates divisions. The most effective way to counter this tendency is to reframe the group’s identity around a common goal” [12].
Transparency
In the West, transparency is often seen as the core currency of leadership. Former Starbucks CEO Howard Schultz once said that, “Owning your mistakes is key to building trust.” But for leaders working with collectivist or face-saving cultures, this kind of radical candour can backfire. In many cultures, particularly those where saving face is highly valued, team members often prefer that leaders respond to mistakes through quiet, corrective action rather than public acknowledgment. Rather than reinforcing trust, openly admitting fault — a hallmark of Western leadership — can sometimes erode it. In such contexts, trust is often rebuilt through consistent behaviour and measured responses, not confessions or vulnerability
The GLOBE Leadership Studies found that trust is primarily built on “clarity” [13] — but not necessarily full disclosure. In some settings, too much transparency induces anxiety, especially when there’s no resolution in sight. Instead, culturally intelligent leaders “modulate the level of disclosure,” sometimes delivering bad news through deputies or in more indirect ways [14].
This principle also applies to feedback. Kim Scott’s “radical candour” philosophy — while valuable — assumes that bluntness is always best. In many global contexts, indirectness is not evasiveness but an expectation of nuanced communication. “There’s an art to being crystal clear without a blunt edge,” Livermore observes. The goal is clarity, not shock value.
Systems and processes
While cultural fluency is crucial, effective international leadership also relies on robust systems and processes. Silverman stresses the importance of a seamless onboarding process. “Ensure that joining the company is as easy as possible in terms of both corporate and local red tape,” he advises. Clarity around reporting structures, communication channels, and business goals helps international hires hit the ground running [15].
Silverman also highlights communication as a double challenge — not just across language, but across expectations. Jargon-free language, inclusive facilitation, and active encouragement of quieter voices are essential. “Speak slowly, ask clarifying questions, and explicitly invite input from those who may be reluctant to speak due to cultural norms,” he recommends [16].
On the technological side, Robert Giovannini, CEO of IronPlane, recommends tools like Jira and Confluence to ensure “a robust and flexible set of structures to work with,” enabling clear communication and centralised knowledge-sharing [17]. For Giovannini, the balance is between clarity and flexibility — allowing for standardisation where needed but accommodating different time zones, languages, and tools of preference.
Giovannini also underscores the importance of regular check-ins and informal connection-building. “We hold regular video calls for informal discussions and all-hands meetings to celebrate personal achievements,” he explains. These not only help reduce isolation but build team cohesion and morale across distances [18].
Mindset
At the heart of it all is mindset. Forbes’ Young Entrepreneur Council emphasises the importance of curiosity over assumption. “Ask questions and listen,” encourages Nathalie Lussier of AccessAlly. “You don’t have to have all the answers. Your team members will help guide you — you just need to give them the space to do so” [19]. Similarly, Brent Liang of Fractal reminds us that effective leadership “means becoming an excellent communicator who’s able to identify not only what’s said, but also what’s left unsaid” — an especially critical skill in multicultural contexts where much is communicated through subtext [20].
From flexibility around religious holidays to openness about pay structures and clear guidelines for conflict resolution, leading an international team well means balancing empathy with structure and adaptation with clarity.
How to effectively lead an international team
Autonomy, psychological safety, diversity, and transparency remain pillars of good leadership — but in the global arena, their implementation must be shaped by cultural intelligence. Leaders must shift from a one-size-fits-all approach to one that is deeply adaptive, listening-first, and context-sensitive.
The result is not just better communication and fewer misunderstandings. It’s a team that functions as more than the sum of its parts — a globally-minded, resilient unit capable of meeting the complex challenges of the modern workplace.
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Source
[1] https://hbr.org/2025/05/leading-global-teams-effectively?ab=HP-hero-featured-1
[2] https://www.globeproject.com/study_2014.html
[3] https://hbr.org/2025/05/leading-global-teams-effectively?ab=HP-hero-featured-1
[4] https://hbr.org/2025/05/leading-global-teams-effectively?ab=HP-hero-featured-1
[6] https://hbr.org/2025/05/what-people-get-wrong-about-psychological-safety
[7] https://hbr.org/2025/05/leading-global-teams-effectively?ab=HP-hero-featured-1
[8] https://hbr.org/2025/05/leading-global-teams-effectively?ab=HP-hero-featured-1
[10] https://psycnet.apa.org/record/2018-46260-009
[12] https://hbr.org/2025/05/leading-global-teams-effectively?ab=HP-hero-featured-1
[13] https://globeproject.com/
[14] https://hbr.org/2025/05/leading-global-teams-effectively?ab=HP-hero-featured-1
Introduction
The contemporary employment landscape is undergoing a profound transformation, one that challenges traditional notions of career paths and professional identities. What was once considered extraordinary — holding down multiple full-time jobs simultaneously — has become an increasingly common strategy for millions navigating the complexities of modern economic life. Recent data from the US Bureau of Labor Statistics reveals that a staggering 8.9 million Americans now work multiple jobs, the highest number recorded since the agency began tracking this metric in 1994 [1]. This phenomenon, known variously as “polywork,” “overemployment,” or “multiple jobholding,” represents more than just a financial stopgap — it signals a fundamental shift in how workers approach employment in an era of economic uncertainty and technological disruption.
Why work two jobs?
Financial necessity remains the most immediate catalyst for this trend. Rebecca Croucher, SVP of Marketing & Sales Enablement at ManpowerGroup NA, observes that “many report that as the cost of living has increased, they began living from paycheck to paycheck and taking a second job, which provides some comfort” [2]. The numbers substantiate this claim. Analysis from the Federal Reserve Bank of St. Louis shows the percentage of college-educated multiple jobholders rose from 45.1% in 2019 to 50.2% in 2024 [3], dispelling the notion that this is solely a low-wage worker phenomenon. Additionally, the average number of hours worked per week is on a downward trend. As ZipRecruiter’s chief economist Julia Pollak notes, “If employers are seeing soft demand for labor and cutting hours, that’s another reason why people are taking on additional jobs to fill the week and their bank accounts.” [4]
Yet economic pressures only partially explain the proliferation of polywork. The digital revolution has fundamentally altered the employment equation. Platforms like Uber, Fiverr, and Airbnb have dramatically lowered barriers to supplemental income, while remote work technologies have dissolved geographical constraints [5]. Professionals can now maintain a corporate position in London while freelancing for clients in Singapore, all from a home office in Dublin. The technological liberation of “digital nomadism” enables today’s workers to construct patchwork careers that would have been logistically impossible a decade ago.
It should be noted that there is a difference between polywork and a side hustle. Polywork is being employed in multiple full-time jobs, while side hustles are your efforts in an auxiliary role — rather than in another full-time role. Meanwhile, for a growing number of people, multiple jobholding represents not economic desperation but strategic career design. Writing in Forbes, Jennifer Jay Palumbo highlights the emergence of “portfolio careers,” where professionals intentionally combine roles across industries to build diverse skills and income streams [6]. David Nebinski, host of the Portfolio Career podcast, frames this as accumulating “career capital” — transferable competencies that enhance long-term employability [7]. The example of Serena Kern-Libera, who balances singing, a policy role at HM Treasury, and running a record label, exemplifies this approach [8]. As April Rhine writes in Harvard Business Review, “It’s a new way to think about, talk about, and –– most importantly –– craft your professional future to navigate our ever-changing world of work with purpose, clarity, and flexibility.” [9]
The downsides
The psychological and physical toll of sustained polywork should not be underestimated. Croucher warns that conflicting schedules and relentless demands can lead to “fatigue and burnout, which can affect your performance at both jobs” [10]. Research from Paychex paints a concerning picture: polyworkers report higher levels of burnout and stress, while being less likely to feel inspired or satisfied with their work [11]. The cognitive load of maintaining multiple professional identities — what psychologists term “attention residue” — erodes mental resilience over time.
Performance metrics reveal tangible consequences. Polyworkers demonstrate poorer organisational skills, frequent tardiness/absence, and difficulty integrating into company culture compared to single-job counterparts [12]. These findings have not escaped employer notice. Anthony Klotz, the academic who coined the term “The Great Resignation”, reports that concerns about secretly overemployed remote workers now rank among the top three questions he receives from corporate managers [13].
Is it allowed?
The clandestine nature of much polywork creates complex ethical dilemmas. Websites like Overemployed explicitly advise users to conceal multiple roles, with their first rule being “don’t tell anyone”, while their website admits it exists to “give the man, aka Corporate America, the middle finger for always trying to screw the little people over” [14]. McKinsey estimates 5% of the workforce engages in this “double-dipping,” often under significant stress [15]. The case of Bryan Roque, who simultaneously held positions at IBM, Meta, and Tinder before collapsing under the strain, illustrates the psychological toll of such secrecy [16]. It’s not a surprise, the stakes are high –– a Gallup poll found that 50% of the HR bosses said their business had punitive policies for workers who flouted hybrid rules, a big jump from the 16% who said this in September 2022. [17]
Yet the moral equation isn’t straightforward. In an era of eroded job security and stagnant wages, is it unreasonable for workers to diversify their income streams? Author of The Secrets to Happiness at Work, Tracy Brower PhD, suggests transparency with employers to avoid conflicts of interest [18], but as Forbes contributor Caroline Castrillon notes, many organisations remain unaware of employees’ additional commitments [19]. This disconnect fuels an uneasy tension between worker autonomy and employer expectations.
Ireland
Ireland presents a compelling case study in polywork dynamics. Central Statistics Office data indicates 4.6% of Irish workers hold multiple jobs, with concentrations among younger demographics and urban residents [20]. The tech sector — a cornerstone of Ireland’s economy — has seen particular growth in undisclosed remote roles, facilitated by multinational corporations’ flexible arrangements.
However, Ireland’s employment law remains ambiguous regarding undisclosed multiple jobs, creating legal grey areas. Culturally, where American workers might celebrate side hustles, Irish professional norms have traditionally viewed polywork with suspicion — though this stigma is eroding among younger generations facing Dublin’s housing crisis, where average rents consume 57% of take-home pay [21].
Finding the balance
For those committed to multiple roles, experts propose several strategies for sustainability. Croucher emphasises boundary-setting and self-care [22], while Tiffany Cruz of Power Writers USA advocates visual time mapping to identify inefficiencies [23]. The Overemployed community paradoxically recommends mediocrity — “be average”, they say, to avoid detection [24]. Such a strategy raises questions about job satisfaction and professional growth, something that Croucher addresses. “Overall, it’s important to carefully consider the pros and cons of working two jobs before making a decision,” she says, “since working multiple jobs may not provide the opportunity for career advancement and can make it difficult to pursue additional education or training.” [25]
Should you be working two jobs?
As polywork evolves from outlier to mainstream practice, its long-term implications remain uncertain. But its rise reflects deeper societal transformations — the gig economy’s erosion of traditional employment, technology’s enabling of borderless work, and generational shifts in professional expectations. As Castrillon observes, “Combining skills and pursuing multiple career paths provides more security and is an effective way of staying agile” [26]. In an unstable economic climate, the ability to diversify one’s professional portfolio may transition from advantage to necessity.
Yet the human costs cannot be ignored. Between financial pressures and personal wellbeing, workers are navigating uncharted territory. The challenge for individuals and organisations alike will be developing frameworks that harness polywork’s opportunities while mitigating its risks — creating sustainable models for the future of professional life.
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Sources
[1] https://www.bls.gov/news.release/pdf/empsit.pdf
[11] https://www.paychex.com/articles/human-resources/the-rise-of-polywork
[13] https://www.ft.com/content/61921be8-15d2-4752-96ba-d3d5bfa3935a
[15] https://www.ft.com/content/61921be8-15d2-4752-96ba-d3d5bfa3935a
[16] https://www.ft.com/content/61921be8-15d2-4752-96ba-d3d5bfa3935a
[17] https://www.ft.com/content/61921be8-15d2-4752-96ba-d3d5bfa3935a
[20] https://www.cso.ie/en/index.html
[21] https://www.cso.ie/en/index.html
Introduction
According to the World Health Organization, people spend 90% of their time in buildings [1]. Some of us think that the simple act of popping a Vitamin D tablet every once in a while will counteract our body’s growing distance from nature. But it’s insufficient. Humans were meant to interact with the world around us –– doing so is not just pleasant, but unleashes all sorts of physical and cognitive benefits. Looking to cash in on the proven productivity boost nature lends us, a number of businesses are embracing the concept of biophilic design.
Biophilic design –– the art of bringing nature into our built environments, stemming from the classical term biophilia, meaning literally “love for life” –– has evolved from an architectural novelty to a fundamental component of workplace strategy. As our lives become increasingly urbanised, with over 82% of the UK population now living in cities [2], the human yearning for connection with the natural world has never been more pronounced or more systematically ignored. As such, forward-thinking organisations are discovering that by embracing biophilic principles, they’re not just creating prettier offices, but fundamentally transforming employee wellbeing, productivity and business outcomes.
What is biophilic design?
The roots of this movement stretch back to the 1980s when biologist Edward O. Wilson first observed how rapid urbanisation was severing humanity’s innate bond with nature. His biophilia hypothesis revealed what poets and philosophers had long intuited –– that humans possess “an innate tendency to focus on life and lifelike processes” [3]. This insight has since blossomed into a design philosophy that recognises our workplaces shouldn’t just shelter us from the elements, but actively nurture our biological need for natural connection. As Amanda Lim of Knight Frank’s Flexible Office Solutions team articulates it: “Architects and designers have begun incorporating elements of biophilia to alleviate the disparity between our urban lives and our born need to be close to nature, making our office environments more palatable.” [4]
Why do we need it?
The measurable impacts of this approach are startling in their consistency across industries and geographies. Consider the employee working near a sunlit window, whose exposure to optimised daylight makes them 2% more productive –– a seemingly modest figure that translates to an astonishing £100,000 in added value per 100 employees annually [5]. Or the hospital patient whose view of greenery reduces their recovery time by 8.5%, proving that our physiological responses to nature aren’t just poetic whimsy but quantifiable biological realities [6]. Even the humble office plant, often dismissed as mere decoration, emerges as a silent health worker when we learn that species like Snake Plants and Aloe Vera can absorb the indoor pollutants responsible for 40% of workplace sickness absences [7].
The psychological benefits are equally profound. In an age where mental health challenges account for 12.4% of all sick days in the UK, biophilic design offers a powerful antidote [8]. Studies demonstrate that exposure to natural elements in the workplace can reduce feelings of anxiety while increasing happiness and relaxation, sometimes in as little as five minutes. There’s a particular magic in how natural light regulates our circadian rhythms and boosts serotonin production –– that most precious of “happy hormones” –– creating workspaces that don’t just house us but actively elevate our mood. The UK charity Mind has documented how green spaces induce calm and reduce anger, suggesting that biophilic offices could be potent weapons against our modern stress epidemic [9].
Creativity also flourishes in these nature-infused environments. A Human Spaces report reveals a 15% boost in creative thinking when workspaces incorporate biophilic principles [10]. This finding is brought vividly to life in Amazon’s Seattle headquarters, dubbed “The Spheres“. This jungle-inspired greenhouse office features rope bridges, treehouses and thousands of strategically placed plants that transport employees from sterile cubicles to an ecosystem designed to spark innovation. As Teneshia Naidoo, Head of Content at Cityscape Intelligence, put it, it’s a space that “pulls Amazon workers out of their high-rise offices and into a workspace that’s embedded in nature” [11]. The message is clear: when we design workplaces that honour our evolutionary heritage, we don’t just make people more comfortable –– we unlock their highest cognitive potential.
The bottom line
The business case extends beyond productivity to talent attraction and retention in an increasingly competitive labour market. CBRE’s research shows tenants willingly pay 14% premiums for offices with terraces in New York [12], while similar spaces in London command 5-10% higher rents [13]. These figures reflect a fundamental shift in employee expectations. Today’s workforce doesn’t just want a desk, but an environment that supports their wellbeing. With staff in biophilic offices showing 53% higher loyalty across generations [14], the return on investment becomes undeniable, especially when considering the £12,000 average cost of replacing a single employee in an SME [15].
Implementing biophilic design doesn’t require extravagant budgets or architectural overhauls. The principles can be woven into existing spaces through thoughtful interventions –– the strategic placement of plants where they’ll be most visible to employees, the use of nature-inspired colour palettes, or even simple adjustments to maximise natural light exposure. Water features, whether grand indoor waterfalls or subtle desktop fountains, have been shown to reduce stress and improve concentration through their calming auditory and visual qualities. Natural materials like wood and stone provide tactile connections to the outdoors, while biomorphic patterns in furniture or décor subconsciously reassure our primal brains. Even in windowless offices, innovative solutions like virtual nature scenes or circadian lighting systems can simulate the benefits of outdoor exposure.
Vanessa Champion, who runs the Journal of Biophilic Design, has shared some of the simple changes we can make to our office layout to impact our productivity and well-being. For example, psychoacoustic research has shown that noisy work environments filled with hard, reflective surfaces — where sound easily bounces around — can raise cortisol levels and blood pressure. Meanwhile, simple natural elements can have powerful effects: having a plant within your line of sight has been proven to boost creativity; a natural wood desk can aid concentration; and caring for plants can be especially beneficial for mental health, helping individuals develop a gentler, more nurturing attitude toward themselves [16].
Sustainability goals
There’s also the environmental consideration. By using sustainable materials, minimising energy use, and supporting biodiversity, organisations that embrace biophilic design can significantly lower their environmental impact and enhance overall environmental performance. Additionally, by strengthening employees’ connection to nature, biophilic design can encourage more environmentally conscious behaviours both at work and in their daily lives.
The need for biophilic design in the modern workplace
The implications extend far beyond individual workplaces to how we conceive of urban life itself. As cities continue to grow, absorbing ever more of our population, biophilic design represents a crucial bridge between our metropolitan present and our natural origins. It suggests a future where concrete and chlorophyll coexist, where productivity and wellbeing aren’t competing priorities but natural partners. For forward-thinking organisations, the message is clear: the workplaces that will thrive in the coming decades won’t just house employees, but will actively nurture them –– and in doing so, unlock unprecedented levels of creativity, loyalty and performance. The office of the future isn’t just a place we go to work, but an environment that works for us, in the most profoundly biological sense.
In this light, biophilic design ceases to be an optional perk or aesthetic preference, and emerges as nothing less than a fundamental reconnection with what makes us human. As we spend approximately 90,000 hours of our lives at work –– more time than we’ll spend with loved ones or in leisure –– shouldn’t those hours be spent in spaces that don’t just demand our labour but sustain our biological needs? [17] The evidence suggests that when we design workplaces that answer this question affirmatively, everyone –– employees, employers and the environment alike –– stands to benefit.
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Sources
[2] https://ourworldindata.org/urbanization#long-run-history-of-urbanization
[3] https://www.knightfrank.co.uk/office-space/insights/culture-and-space/biophilic-office-design/
[4] https://www.knightfrank.co.uk/office-space/insights/culture-and-space/biophilic-office-design/
[5] https://www.knightfrank.co.uk/office-space/insights/culture-and-space/biophilic-office-design/
[6] https://www.oliverheath.com/biophilic-design-connecting-nature-improve-health-well/
[7] https://www.raconteur.net/business-innovation/biophilic-design-office
[11] https://www.knightfrank.co.uk/office-space/insights/culture-and-space/war-for-talent/
[12] https://www.gensler.com/blog/why-biophilic-design-is-crucial-in-workplace
[13] https://www.sbs.ox.ac.uk/sites/default/files/2022-07/Real_estate_beyond_location_report_0.pdf
[14] https://www.raconteur.net/business-innovation/biophilic-design-office
[15] https://www.knightfrank.co.uk/office-space/insights/scaling-your-business/roi-employee-happiness/
[16] https://www.point6.co.uk/our-thinking/behind-the-curtain-what-is-biophilic-design/
[17] https://www.knightfrank.co.uk/office-space/insights/culture-and-space/biophilic-office-design/
Introduction
Wednesday’s (April 2nd) ‘Liberation Day’ announcement by President Donald Trump, in which he imposed sweeping tariffs on all US imports, has sent shockwaves through global trade networks, with Ireland poised to feel the impact disproportionately. As a small, open economy heavily reliant on multinational corporations and exports, Ireland faces unique vulnerabilities that extend far beyond the immediate effects of these tariffs. The country’s economic model, built on foreign direct investment and a favorable corporate tax regime, is now under unprecedented scrutiny. So what exactly do Trump’s tariffs mean for Ireland?
Ireland’s exposure
One of the most striking aspects of Ireland’s economic landscape is its reliance on what are known as “phantom exports” –– goods produced abroad under contract by Irish-registered firms but booked as Irish exports despite never physically entering the country. These exports, officially termed “contract manufacturing” or “goods for processing,” represent a significant but often overlooked component of Ireland’s export figures. In 2023, phantom exports accounted for a staggering €92 billion, representing more than a quarter of Ireland’s total merchandise exports of €329 billion [1]. This marks a dramatic increase from just €6 billion in 2012, highlighting the rapid growth of this phenomenon and its central role in Ireland’s economic success.
The nature of these phantom exports creates unique vulnerabilities in the face of Trump’s tariffs. Unlike traditional exports, where tariffs are applied based on the country of origin, phantom exports are subject to tariffs based on where the goods are actually produced. This means that goods manufactured in China but booked as Irish exports would be subject to Trump’s existing tariffs on Chinese goods, rather than the new tariffs being imposed on EU products. The implications of this distinction are profound, particularly for the many US multinationals that use Ireland as a base for their European operations. Companies like Apple, which contracts manufacturing in China for its iPhones but books the exports through Ireland, could face significant additional costs that would directly impact their profitability and, by extension, Ireland’s corporate tax revenues.
John O’Loughlin, a partner in global trade and customs with PwC Ireland, emphasises the far-reaching consequences of this arrangement. “Anywhere where you have a movement of goods crossing an international border now is impacted,” he notes. “Those indirect aspects, like contract manufacturing, are not getting enough attention. Everybody’s focusing on the direct impact of what’s right in front of them but I think it’s further up and down the supply chain is where there is a massive risk that’s probably not been looked at that closely enough” [2]. This observation underscores the complex web of interdependencies that characterise modern global trade, and Ireland’s particularly exposed position within that web.
The potential impact on Ireland’s corporate tax base cannot be overstated. In 2023, corporate tax revenues reached €30 billion, with approximately half of that amount already considered at risk due to various international tax reforms [3]. The introduction of tariffs on phantom exports could further erode this vital revenue stream, either through direct reductions in multinational profits or through the more drastic scenario of companies relocating their intellectual property holdings out of Ireland altogether. While Feargal O’Rourke, chair of the IDA, has suggested that the 12.5% exit tax would serve as a deterrent to such moves [4], the rhetoric from US officials like Commerce Secretary Howard Lutnick indicates that Ireland’s tax arrangements are very much in Washington’s crosshairs. “They all put it there because it’s low tax and they don’t pay us. They pay them. So that’s got to end,” Lutnick stated recently, leaving little doubt about the administration’s intentions. [5]
Pharma, agri-food, and the north-south divide
The pharmaceutical sector, which accounts for the lion’s share of Ireland’s exports to the United States, has so far been granted a temporary reprieve from the new tariffs. This exemption provides some breathing room for an industry that exported over €110 billion worth of products in 2023, making Ireland the third-largest exporter of pharmaceuticals globally [6]. The concentration of this industry in locations like Cork, where 23 pharmaceutical firms operate including seven of the world’s top fifteen, means that any future tariff imposition would have severe regional as well as national consequences [7]. However, the respite may be short-lived, as Trump has made clear his intention to address what he sees as unfair practices in the pharmaceutical trade. The sector’s exclusion from the initial round of tariffs likely reflects concerns about potential drug shortages and price spikes in the US market rather than any long-term exemption.
In contrast to pharmaceuticals, Ireland’s agri-food and drinks sector faces immediate and significant challenges from the new tariffs. With annual exports to the US valued at approximately €2 billion, this sector must now contend with a 20% tariff that puts it at a distinct disadvantage compared to competitors from the UK and New Zealand, which face only a 10% tariff [8]. The Irish Whiskey Association has been particularly vocal about the potential consequences, noting that the US represents 41% of Irish drink exports, worth €865 million annually [9]. The Association’s statement captures the sector’s concerns: “Our high-quality jobs cannot be reshored or repatriated to the US. Our sectors are truly interconnected. There are many examples of EU and US distillers working together in developing portfolios, operating facilities, creating additional jobs and new investments in both jurisdictions” [10]. The 10% differential between Irish and UK whiskey exports to the US market could have lasting effects on market share and profitability for Irish producers.
The divergence in tariff treatment between the Republic of Ireland and Northern Ireland introduces another layer of complexity to an already challenging situation. While the Republic faces the full 20% EU tariff, Northern Ireland benefits from the 10% rate applied to UK goods [11]. This discrepancy has raised concerns about potential distortions in cross-border trade and the possible undermining of the carefully negotiated Windsor Framework. Tánaiste Simon Harris has identified this as a “real challenge,” particularly for sectors like dairy where supply chains frequently cross the border. The practical difficulties are significant, as Harris explains: “If you look at things like dairy, there’s huge complexities. Stuff that goes out from the North could be listed as coming from the South” [12]. Former Taoiseach Bertie Ahern has warned that this differential treatment could reopen trade issues that were thought to have been resolved by the Windsor Agreement, creating new tensions and uncertainties for businesses operating on both sides of the border. [13]
EU response
The European Union’s response to Trump’s tariffs will play a crucial role in determining the ultimate impact on Ireland. European Commission President Ursula von der Leyen has indicated that the EU is preparing countermeasures, but significant divisions exist among member states about the appropriate course of action. Some advocate for immediate retaliation, while others, including France, caution against escalating tensions with the United States [14]. Ireland finds itself in a particularly delicate position, torn between its traditional alignment with EU trade policy and its unique economic relationship with the US, where American companies account for the majority of foreign direct investment and a significant portion of employment.
The potential consequences of a full-blown trade war are severe. A study by Aston University cited in the Irish Independent suggests that in such a scenario, Ireland could experience a 6.6% drop in exports, a 13% fall in imports, and a GDP decline of up to 3% [15]. These figures reflect Ireland’s particular vulnerability as a small, open economy with a relatively undiversified trade base. Professor Jun Du, one of the study’s authors, notes that Ireland’s exposure is disproportionate compared to larger EU economies, leaving it more susceptible to the ripple effects of escalating trade tensions between major global powers.
The Irish government faces difficult choices in navigating this crisis. While immediate measures may focus on supporting the most affected sectors, there is growing recognition that longer-term structural changes to Ireland’s economic model may be necessary. As Ian Guider of the Business Post observes, “Ireland’s weakness is self-inflicted. This country once positioned itself as the gateway to sell technology, pharmaceuticals and medical devices into Europe and beyond. That natural position, aided by a stable economy and political system and a pool of skilled workers, suddenly changed. It became a tax-driven boom, booking revenues and profits for products that are not even manufactured here” [16]. This assessment suggests that the current crisis may accelerate existing trends toward economic diversification and a reduced reliance on the multinational sector.
What do Trump’s tariffs mean for Ireland?
The implementation of Trump’s tariffs marks the beginning of a new and uncertain chapter in global trade relations, with Ireland positioned squarely in the crosshairs. The country’s unique economic model, which has delivered remarkable success in recent decades, now faces its most serious challenge yet. The immediate effects will be felt most acutely in sectors like agri-food and drinks, while the longer-term implications for Ireland’s corporate tax base and its attractiveness to multinational investment remain uncertain.
What is clear is that Ireland cannot rely on past strategies to navigate this crisis. As Daniel Murray of the Business Post concludes, “If disaster is averted, this moment presents an opportunity, a chance to re-engineer our economy with long-term resilience in mind. That means moving beyond our over-reliance on multinational tax advantages and instead fostering a more self-sufficient industrial and technological base” [17]. The coming months will test the resilience of Ireland’s economy and the ingenuity of its policymakers as they seek to mitigate the impact of these tariffs while positioning the country for sustainable growth in an increasingly volatile global trade environment.
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Sources
[1] https://www.businesspost.ie/analysis/ireland-may-be-more-exposed-to-trumps-trade-war-than-we-think/
[2] https://www.businesspost.ie/analysis/ireland-may-be-more-exposed-to-trumps-trade-war-than-we-think/
[3] https://www.businesspost.ie/analysis/ireland-may-be-more-exposed-to-trumps-trade-war-than-we-think/
[4] https://www.businesspost.ie/analysis/ireland-may-be-more-exposed-to-trumps-trade-war-than-we-think/
[5] https://www.businesspost.ie/analysis/ireland-may-be-more-exposed-to-trumps-trade-war-than-we-think/
[11] https://www.businesspost.ie/news-focus/qa-what-does-trumps-trade-war-really-mean-for-ireland/
[17] https://www.businesspost.ie/analysis-opinion/ian-guider-on-trump-weve-just-witnessed-start-of-unprecedented-experiment/
Introduction
I’m writing this article on so-called ‘Liberation Day’, on which President Trump is set to announce his latest round of eye-watering tariffs, which are expected to greatly exacerbate the already fraught state of global trade. There is some bleak humour to the fact the President’s team pushed the announcement back by a day out of fear that if done on April 1st, the announcements might have been construed as an April Fools hoax. But this is no joke. At least not for the countless businesses competing in a globalised world who will be forced to work with these tariffs if they want to stay afloat, let alone get ahead.
Trade wars were already an increasingly prominent feature of the global economic landscape before the second Trump administration catapulted them into everyday consciousness. The 2018 US-China trade war, which saw the US government impose tariffs on more than $250 billion worth of Chinese products, served as a stark reminder of how geopolitical tensions can disrupt global supply chains [1]. However, what proved particularly fascinating was the uneven impact these tariffs had on different companies. Research by Di Fan, Daphne W. Yiu, Pengcheng Ma, and Lin Cui published in Harvard Business Review reveals that while transaction values between US buyers and Chinese suppliers fell by an average of 18.42% after 2018, some companies demonstrated remarkable resilience while others struggled significantly [2]. Their research aims to understand what separated the wheat from the chaff.
Understanding trade wars
Before examining why some companies fare better than others, it’s important to understand what trade wars entail. Hint: the answer is Trump’s supposedly favourite word: tariffs. As George Schultze, hedge fund manager and author of The Art of Vulture Investing, explains in Forbes: “The most basic definition of a tariff is a tax on imported goods. They can be used by governments for a number of reasons — to make domestic products more competitive by raising the price of imports, to protect jobs or even as a foreign policy tool to exert economic leverage on trading partners.” [3]
Schultze notes that while tariffs can accomplish certain policy goals, they also carry significant downsides: “They can make protected domestic industries less competitive and even hurt consumers through higher prices. They can also foment investor uncertainty when countries start going tit-for-tat, as we’re starting to see in the US’s trade relationships with China, Europe and other countries.” [4]
The 2018 US-China trade war provided a particularly illuminating case study because of its scale and the availability of detailed transaction data. According to Fan et al.’s research, which analysed more than 300 pairs of US and Chinese companies engaged in business both before and after the trade war began, the impacts varied dramatically based on several key corporate characteristics. [5]
Innovation shield
Perhaps the most striking finding from the research was the protective effect of innovation. Suppliers that were one standard deviation more innovative than their peers engaged in 32.48% more valuable transactions after tariffs were imposed [6]. This resilience manifested through several distinct corporate strategies.
Companies that prioritised R&D spending were better positioned to adapt to new trade barriers. The most notable example was Huawei, which responded to US technology restrictions by dramatically increasing its R&D investment. This allowed the company to develop its own chipsets and work toward self-sufficiency in critical technologies. The payoff was substantial — in 2018, Huawei applied for more patents than any other company globally, surpassing industry giants like Mitsubishi, Intel, and Qualcomm [7].
Diversifying technology sources through international partnerships emerged as another effective strategy. Drone manufacturer DJI established R&D centers in the US, Germany, and Japan, while also forming strategic collaborations with international universities like Polytechnic University of Turin [8]. These global connections provided access to talent and technologies that helped maintain the company’s competitive edge despite geopolitical tensions.
Some companies used innovative approaches to market intelligence to navigate trade challenges. Alibaba’s use of big data analytics from its e-commerce platforms to identify consumer behaviors and trends allowed for rapid product adaptation. Remarkably, Fan et al. found that Alibaba’s transactions with US buyers actually increased after the trade war began — a testament to the power of data-driven innovation [9].
Corporate social responsibility shield
The research revealed corporate social responsibility (CSR) as the second major factor in trade war resilience, with socially responsible suppliers maintaining 28.58% more valuable transactions than their peers [10]. This advantage manifested across several CSR dimensions. Companies with strong environmental practices benefited from enhanced reputations and operational efficiencies. Lenovo’s focus on reducing greenhouse gas emissions and using recycled materials in packaging earned it recognition as a sustainability leader, which in turn helped mitigate some of the negative impacts of trade conflicts [11].
Social investment programs created goodwill that translated into business resilience. Alibaba’s establishment of the Alibaba Foundation and its Poverty Relief Program, which focused on education and technological innovation [12], appeared to contribute to the company’s ability to maintain sales growth (albeit of a more limited variety than pre-tariffs) despite trade tensions [13].
Comprehensive CSR reporting built stakeholder trust during uncertain times. Huawei’s detailed annual sustainability reports provided transparency about its operations and social impact. Industry analysts suggested this transparency contributed to Huawei’s ability to navigate trade war challenges [14].
Political exposure
In contrast to the benefits of innovation and CSR, the research found that political connections created significant vulnerabilities. Suppliers with one standard deviation greater state ownership engaged in 32.65% less valuable transactions after tariffs were imposed [15]. Companies employed several strategies to mitigate this risk.
Establishing operations abroad reduced perceptions of government control. Xiaomi incorporated in the Cayman Islands, while Baidu opened technology labs in Silicon Valley. These moves helped distance the companies from direct Chinese governmental oversight while providing access to global talent pools.
International executive appointments also helped change perceptions. ByteDance’s hiring of former Disney executive Kevin Mayer as TikTok CEO, for example, demonstrated how leadership choices could reduce political associations. [16]
Global impact
The HBR research is focused on US-China trade tensions, but the lessons have broader applicability. The new US tariffs under the second Trump administration are causing panic the world over, with long-time trading partners no longer sure where they stand.
Irish Prime Minister Micheál Martin’s warning about impending US tariffs being “the most serious issue to face his country’s economy in a long time” underscores how localised these impacts can be [17]. With Ireland exporting €73 billion worth of goods to the US in 2024 — nearly a third of its total exports — the stakes are particularly high for certain industries and regions [18].
Why some companies handle trade wars better than others
The research presents a compelling blueprint for corporate resilience in today’s volatile trade landscape. As global economic tensions continue to escalate, companies must recognise that weathering trade wars requires proactive, strategic investments rather than reactive measures. The evidence clearly demonstrates that innovation serves as the first line of defence –– substantial R&D investments and advanced manufacturing capabilities can transform vulnerabilities into competitive advantages during trade conflicts.
Equally important is the realisation that corporate social responsibility has evolved from a nice-to-have ethical consideration to a critical strategic imperative. Robust CSR programs create tangible business value during geopolitical disruptions, fostering stakeholder trust and maintaining market access when competitors falter. Meanwhile, while government ties may offer short-term benefits, they emerge as significant liabilities when trade tensions flare. In an era where trade wars have become the new normal, resilience to the fallout may well determine which companies lead their industries in the coming decade and which fall by the wayside.
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Sources
[2] https://hbr.org/2025/01/research-why-some-companies-weather-trade-wars-better-than-others
[5] https://hbr.org/2025/01/research-why-some-companies-weather-trade-wars-better-than-others
[6] https://hbr.org/2025/01/research-why-some-companies-weather-trade-wars-better-than-others
[7] http://www.xinhuanet.com/english/2019-03/19/c_137907828.htm
[9] https://hbr.org/2025/01/research-why-some-companies-weather-trade-wars-better-than-others
[10] https://hbr.org/2025/01/research-why-some-companies-weather-trade-wars-better-than-others
[13] https://www.nytimes.com/2019/05/15/technology/alibaba-earnings.html
[15] https://hbr.org/2025/01/research-why-some-companies-weather-trade-wars-better-than-others
[17] https://www.bbc.com/news/articles/cly56p6ke3qo [18] https://www.bbc.co.uk/news/articles/cre8expj2leo
Introduction
Five years after the Covid-19 pandemic upended workplaces across Ireland and the world, its influence remains deeply embedded in how we work, collaborate, and engage with our professional lives. While the crisis itself may have passed, the transformations it triggered have reshaped office culture, work-life balance, and employer expectations in ways few could have anticipated. From the rise of hybrid working to the technological acceleration in digital communication, the long shadow of Covid continues to define the modern workplace.
The new normal
Perhaps the most significant workplace shift post-pandemic has been the widespread adoption of remote and hybrid working. Once seen as a temporary measure, working from home (WFH) has now become a permanent feature of many organisations. Globally, about 90% of organisations have embraced hybrid work models that allow employees to work remotely from off-site locations for some or much of the time. [1]
Companies that previously resisted remote work have had to adjust to new employee demands. Tech giants like Google and Meta, both of which have significant operations in Dublin, initially pushed for a full return to the office but eventually adopted hybrid models in response to employee pushback [2]. Irish firms, too, have had to navigate this changing landscape. Financial services, legal sectors, and even traditionally office-based industries like advertising have all restructured their approaches to accommodate remote work preferences.
However, hybrid working is not without its challenges. Employers are grappling with issues of productivity measurement, team cohesion, and company culture. A survey by McKinsey revealed that companies adopting hybrid work models reported higher revenue growth compared to those mandating work from a single location [3]. There is an ongoing debate about whether fully remote employees are as engaged as their in-office counterparts and how best to foster collaboration in a digital-first environment. Data from LinkedIn suggests that most workers think some meaningful office attendance is fair, but 50% do not want more mandatory office days than they have at present [4]. The divergence of opinion between employers and their staff is not an issue likely to go away any time soon.
Digital living
One of the most immediate responses to the pandemic was the mass adoption of video conferencing platforms like Zoom and Teams. Five years on, these tools remain integral to business operations, but the way we use them has evolved. Studies have shown no negative relationship between hybrid work and productivity, suggesting that virtual meetings and remote collaborations can be as effective as in-person interactions. [5]
Beyond video calls, the rapid advancement of AI and automation has also been accelerated by the pandemic’s disruption. AI-driven tools are streamlining project management, automating administrative tasks, and even enhancing recruitment processes. In Ireland, where multinational corporations like Apple and Microsoft have a strong presence, AI integration in the workplace is growing steadily. Ireland’s National Digital Strategy has set a target of 75% of enterprises in Ireland using AI by 2030. [6]
Changing mindsets
Covid changed the psychological contract between employers and employees. Work-life balance, mental health, and job satisfaction have taken on new levels of importance. In Ireland, the government has responded with legislation such as the Right to Request Remote Work Bill, aimed at giving employees greater flexibility in how and where they work [7]. This aligns with broader global movements advocating for worker-friendly policies, including the push for four-day work weeks, which has gained traction in several European countries.
Employee well-being is now a boardroom priority. The pandemic highlighted the need for mental health support in workplaces, leading to increased investment in Employee Assistance Programmes (EAPs), wellness initiatives, and better work-life integration strategies. In 2022, seven in 10 HR professionals told the CIPD that employee wellbeing was on senior leaders’ agenda, while 42% agreed that senior leaders encouraged a focus on mental wellbeing. In 2024, the same survey found that 53% of organisations now have standalone mental health strategies, and 43% continue to support employee mental health. [8]
Additionally, a study found that remote working should improve labour market outcomes for both people with disabilities and those with caring responsibilities [9]. Burnout, which surged during the height of Covid, remains a significant issue, but there is now more awareness and support available.
The office
As hybrid work takes hold, companies are rethinking their real estate needs. In Dublin, office occupancy rates remain below pre-pandemic levels, mirroring trends in global cities like London and New York. Large office spaces are being redesigned to accommodate flexible working models, with an emphasis on hot-desking, collaborative hubs, and social spaces rather than rows of desks.
Some companies have downsized, reducing their office footprint in favour of co-working spaces or decentralised hubs. This shift has had knock-on effects on commercial real estate markets, particularly in major urban centres. In Ireland, this has led to increased vacancies in traditional office districts, prompting discussions on repurposing buildings for alternative uses, such as residential developments or mixed-use spaces.
There can be benefits of this for business. For example, independent research from Global Workplace Analytics reveals that reducing their traditional property footprint by adopting hybrid working enables US companies to realise average annual savings per employee of $11,000 [10]. Businesses can also cut energy usage by a fifth (19%) because of the more efficient use of office space or by providing teams access to flexible workspace. [11]
Retention and recruitment
The pandemic triggered what has been dubbed ‘The Great Resignation’ — a mass movement of employees reevaluating their careers. Five years on, the job market remains dynamic, with workers prioritising flexibility, career development, and meaningful work. Employers are facing new challenges in talent retention, as skilled professionals are more willing than ever to change jobs or seek remote positions with international companies. A survey by McKinsey revealed that nearly 90% of 25,000 working Americans surveyed said they would use workplace flexibility when offered. [12]
Ireland, with its strong multinational presence, has felt this shift acutely. Companies must now offer more than just competitive salaries — they need to provide clear career progression paths, robust well-being support, and flexible work arrangements to attract top talent. Some organisations have leaned into the concept of ‘work from anywhere,’ allowing employees to work remotely from different locations, further intensifying competition for talent.
Meanwhile, some roles have gained in prominence as a result of the events of 2020, HR especially. According to research from HR analyst Josh Bersin, most (53%) HR leaders are now in the C-suite, boosted by their responses to not just the pandemic but also movements such as Black Lives Matter and D&I, the rise of globalisation, and the shift to remote work. [13]
Covid’s impact on the workplace five years on
The workplace of 2025 is unrecognisable from its 2019 counterpart. Hybrid work, digital transformation, employee well-being, and sustainability have become defining features of modern employment. While challenges remain, the long-term legacy of Covid is a more flexible, employee-centric, and tech-driven world of work. Companies that embrace these shifts will be best positioned for success in the years to come.
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Sources
[2] https://www.mckinsey.com/mgi/our-research/empty-spaces-and-hybrid-places-chapter-1
[4] https://www.personneltoday.com/hr/most-workers-think-meaningful-office-attendance-is-fair/
[5] https://www.mckinsey.com/mgi/our-research/empty-spaces-and-hybrid-places-chapter-1
[8] https://www.personneltoday.com/hr/five-years-on-how-has-work-changed-since-the-pandemic/
[10] https://www.bizcommunity.com/article/5-years-on-how-covid-redefined-the-future-of-work-470729a
[11] https://www.bizcommunity.com/article/5-years-on-how-covid-redefined-the-future-of-work-470729a
[13] https://www.personneltoday.com/hr/josh-bersin-research-most-hr-leaders-are-now-in-c-suite/