A favor:

Idea 1:
Telecommuting is a technology-driven innovation that offers benefits for both
employees and executives. Employees could eliminate increasingly long commutes and
work their schedule that best suits them. Management would save on expensive real
estate and could hire applicants who lived far from the office, increasing the pool of
talent.

Idea 2:

En contra:
Idea 1
There is also the psychological pull of keeping workers in the same places as the boss.
Employers frequently see themselves as better able to monitor and control their
employees when they are actually on the premises. In fact, even as mass
telecommuting seemed just about to take off, Silicon Valley companies competed to
offer up ever more lavish on-premises perks — gourmet breakfast, lunch and dinner,
permission to bring a dog to the office — in an effort to up employee face time.

Idea 2:
And from the workers’ side, we might want to be careful what we wish for. The
workplace can be a time and emotion succubus but, as sociologist Arlie
Hochschild observed decades ago, it can also serve as a valuable buffer and escape
from household tensions. A study by economists Younghwan Song and Jia Gao
published last year in the Journal of Happiness Studies made the counterintuitive
discovery that employees who telecommuted were more stressed out than those who
left their work at the office. That’s likely because telecommuting, which would seem to
reduce work-family conflicts, often does no such thing.

Idea 3:
Clients that don’t use technology

Idea 4:
Before covid 19, there were many companies that used remote work, but in the end
this was not effective. Marissa Mayer, CEO of Yahoo, drew attention when she forced
employees back to the office in 2013. “Some of the best decisions and ideas come
from conversations in the hallways and cafeteria, meeting new people, and impromptu
meetings with the team, ”explained a company memo.
Idea
A popular setback for remote work was an attempt at Best Buy, the Minneapolis-based
electronics retailer. The original program, which attracted attention across the United
States, began in 2004. It was intended to evaluate its employees by what they
accomplished, not by the hours the project had taken or the location in which it was
conducted.
Best Buy canceled the program in 2013, claiming it gave employees too much freedom.
"Anyone who has led a team knows that delegating is not always the most effective
leadership style," CEO Hubert Joly said at the time.