When Uber CEO Dara Khosrowshahi announced that all employees—including those previously approved for remote work—would align to a three-day in-office rhythm, it signaled the company’s continued investment in structured hybrid work. Rather than pulling back on flexibility, Uber is fine-tuning its hybrid model to strengthen in-person collaboration while preserving the autonomy teams value.
In a memo viewed by CNBC, Khosrowshahi made Uber’s position clear: “Good is not going to be good enough—we need to be great.” For Uber, that means a thoughtful balance of remote and office-based work, with an increased presence in shared spaces.
Uber’s policy shift offers a clear signal: hybrid work is maturing. It’s no longer about experimentation—it’s about structure. Let’s explore what this evolution means for the future of hybrid work and how other companies can build similarly intentional strategies.
Why Uber Is Evolving Its Hybrid Approach
Uber’s latest announcement builds on its 2022 “anchor days” approach, which brought teams together in-office on Tuesdays and Thursdays. Starting this June, the company will strengthen that structure by moving to a coordinated three-day in-office rhythm—Tuesday through Thursday—for all employees, including those who were previously remote. It’s a clear step toward a more intentional, consistent hybrid experience.
This adjustment reflects Uber’s belief that in-person time strengthens collaboration, creativity, and speed. Leadership will also monitor attendance “at both team and individual levels” to ensure consistency across the organization.
The company’s evolution also includes updates to benefits, such as extending sabbatical eligibility from five years of service to eight—reflecting the maturing nature of Uber’s workforce and workplace policies.
The Market Forces Behind the Shift
To understand Uber’s decision in context, it helps to zoom out.
Across the tech sector, companies are evolving their approach to hybrid work—shifting from broad flexibility to more intentional structures that support both employee experience and business performance. As priorities move from rapid growth to sustainable efficiency, coordinated hybrid models are emerging as a strategic advantage. In the last few months alone, Google, Amazon, and IBM have all refreshed their hybrid work policies as well.
There’s also a practical business dimension to Uber’s evolving hybrid strategy. Last year, Khosrowshahi directly linked remote work to revenue loss. Specifically, the decline of loyal commuting customers who once relied on Uber to get to the office. For a company deeply connected to urban mobility, restoring in-office rhythms isn’t just about culture—it’s also about aligning workplace strategy with core business performance.
This shift isn’t just about internal alignment—it’s also a strategic response to external realities. By reintroducing consistent in-office rhythms, Uber is supporting both employee connection and the broader recovery of its core mobility ecosystem.
Improving the Employee Experience
What sets Uber’s approach apart is its commitment to balance—reinforcing in-person connection through a consistent weekly rhythm, while still preserving the flexibility that hybrid work offers. Rather than reverting to a five-day office model, Uber is doubling down on a structured, sustainable version of hybrid.
At the heart of every policy shift lies an important leadership challenge: trust. Adjusting expectations—especially for previously remote roles—requires clear communication, thoughtful change management, and improving the employee experience. As more companies move toward structured hybrid models, success will hinge not just on the policy itself, but on how it’s communicated and implemented.
The Real Question: Can Hybrid Work—Work?
Uber’s move isn’t a retreat from hybrid—it’s a refinement. It reflects a broader truth: hybrid work performs best when it’s structured with intent. Success requires more than just offering remote flexibility or mandating office days—it demands clarity, coordination, and a shared purpose behind every in-person moment.
Hybrid work only works when it’s designed with clarity, coordination, and adaptability. Companies like Citi and Nvidia are sticking by hybrid work for that very reason. That’s where tools like Kadence come in.
The Kadence Takeaway
Kadence helps companies:
- Coordinate team presence for high-impact days in the office
- Make smarter decisions on space usage and desk allocation
- Surface insights on employee work patterns to better support wellbeing and performance
As Uber raises its in-office expectations, other companies are asking the right questions: How do we make the office worth the commute? How do we preserve the flexibility teams value while regaining the cohesion high-performing organizations need?
There’s no universal answer—but the path forward starts with visibility, intentional design, and the right technology to support it.
Uber’s announcement marks an important evolution in the hybrid work conversation. Flexibility still matters—but pairing it with structured, purposeful in-person time can unlock stronger culture and sharper execution. As more organizations refine their hybrid work models, leaders are clearly building systems that empower both people and performance.
That’s exactly what Kadence is built for. If your team is rethinking its hybrid strategy, book a demo with our hybrid experts.
