‍Q: Welcome Liz. You’ve coined the term “The Great Smoosh” to describe a major shift in hybrid work. What inspired this term, and how does it reflect the current workplace landscape?

Liz Burow: It came from observing how the workplace experience has compressed. Traditionally, work happens in a structured 40-hour week. Now, we’re squeezing the same tasks, meetings, and collaborations into shorter, more intense timeframes. This creates a “pressure cooker” effect, especially with hybrid schedules like Tuesday to Thursday when everyone wants the same resources at once.

For the last 4 years – according to a lengthy LinkedIn, Liz is convinced we've been solving for the compression of time through hybrid workplace programs. “We can only be smooshed so much until we either (a) explode and languish or (b) turn into a diamond and thrive,” Liz wrote.

Smooshing the workplace experience may work for some organizations, but most attempts remain people-pleasing solutions that try to solve a wide spectrum of possible space and time needs, ultimately pleasing hardly anyone. It turns out that even in the compression of workplace experiences, diamonds are rare.

I’m speaking in big generalities, but when we talk about the Tuesday, Wednesday, Thursday hybrid schedule, the meeting pressure and the requirement for meeting rooms becomes an induced demand. Like everyone wanted the same thing at the same time, it’s like the parking lots on Christmas Day where everyone’s trying to get into the store at the exact same moment. And then at other times it’s (the hybrid offices) a ghost town. 

And this is the “smooshing” of resources and everyone wanting the same thing at the same hour or the same day.

The term also has personal roots: I used “smoosh” with my kids to describe danger, like crossing the street. It’s a way of illustrating how things get flattened or compressed in this new hybrid model.

Q: “Smoosh” sounds like a very cool concept, can you elaborate more? Is it a temporary adjustment, or do you see it as a long-term feature of workplace strategy?

Liz Burow: I think it’s the former. Hybrid work as it exists today feels like a “bandage” solution. It will take another five years to truly see how this evolves. Social and organizational shifts take time. For example, the pandemic accelerated the adoption of hybrid work, but leadership changes and societal needs will shape its future. 

Some organizations may revert to traditional structures, while others will innovate and push boundaries.

In short, to make sense of my definition of “The Great Smoosh,” think of it as a challenge. It’s about finding the right balance in scheduling and space design for employees while also helping real estate teams manage these changes. Over the past few years, we’ve seen mixed results depending on how companies handle hybrid work.

If hybrid programs are poorly run, they can hurt employee experiences and make real estate costs worse. For example, packed schedules can help teams gather, but if there isn’t enough space, it leads to overcrowding and frustration. In the worst cases, bad hybrid strategies damage morale and weaken company culture.

Well-designed hybrid programs can turn this pressure into a positive. They can create a seamless, enjoyable experience where employees make the most of their time together. These programs succeed by focusing on smart scheduling, clear goals, and making every in-person interaction count. By addressing these challenges, companies can give the Great Smoosh a chance to thrive.

‍Q: Please elaborate on the concept of “bandage” in the case of hybrid work. And what qualities should leaders at companies/organizations have to handle it well?

‍Liz Burow: To make hybrid work sustainable, we need to rethink office design, leadership, and technology. Leaders need to tell honest, research-backed stories about their workplace policies. Employees can spot vague statements like “collaboration is important.” 

Leaders should explain why their policies matter and connect them to business and employee growth. Involving employees in decision-making and being flexible are also crucial.

Q: Since we’re discussing hybrid work planning (again), could you please share what HR leaders at companies could do to improve it?

Liz Burow: Coordination is key. HR leaders at companies can make hybrid schedules easier with steps like:

• ‍Team Agreements: Set clear rules for when and how teams will work together.‍
• Prop Tech Tools: Use technology to manage shared spaces like meeting rooms.‍
• AI Assistance: Let AI analyze schedules and offer suggestions to improve time management.

Clear communication and aligning hybrid plans with employee needs are also important. Storytelling and thoughtful design can help make these strategies more effective.

Q: From your own observations, what do successful companies do differently in hybrid work?

Liz Burow: They are intentional and flexible. Successful companies set routines like no-meeting days or focus times. They host culture days or team events to foster collaboration. Companies like Grammarly and Airbnb excel because they clearly explain why employees should come together and make those moments meaningful. Authenticity and clarity are key.

Read more on the story of Grammarly’s Transition to Hybrid Work.

Q: You’ve mentioned the “Three Horizons Framework.” How does it apply to hybrid work?

Liz Burow: The framework shows how workplaces evolve:

• ‍Horizon 1: Traditional methods from the past.‍
• ‍Horizon 2: Transitional practices like today’s hybrid work.‍
• ‍Horizon 3: Future-focused, innovative approaches.

Most companies are stuck in Horizon 2, caught between the old ways and what’s possible. To move forward, they need to embrace Horizon 3 and reimagine workplaces as dynamic, purposeful spaces.

‍Q: What’s your ideal vision for future workplace and your advices for leaders to navigate hybrid work effectively in 2025 onwards?

Liz Burow: Workplaces should feel exciting, like a Taylor Swift concert – something employees look forward to. It’s about creating moments that matter. Leaders should ask, “Why do we gather, and how can we make it special?” 

Hybrid work isn’t a one-size-fits-all solution. Companies need clear goals, continuous feedback, and tools to empower employees. The goal is to create an environment where people and teams thrive by blending flexibility with purpose.

Q: Thank you so much for your time and insights.