One of the most important post-pandemic changes in corporate culture has been the war over where people work. Executives often want people back at the office for productivity and accountability, while many employees have gotten used to years of choosing their office location.
And, sometimes, those differences result in conflict that impacts internal culture and puts companies in the spotlight.
That’s what happened last month, when JPMorgan Chase CEO Jamie Dimon shredded remote work during an employee town hall. “I don’t care how many people sign that f**king petition,” he told an employee who opposed the company’s global return-to-office (RTO) policy.
When you’re a market leader - in this case the CEO of a Fortune 12 company - everything you do has the potential to put you in a bad light. Dimon was slammed for his choice of words as well as the policy, but his approach to RTO was a lot more nuanced and employee-friendly than the headlines indicated. That’s because, unlike many other global executives, the JPMorgan Chase leadership team seems to understand that company cultures are built not on CEO commands, but on leadership.
“Employees are seeking purpose and autonomy – not mandates,” said Brad Gorman, a fractional communications consultant and former senior GM and Whirlpool communicator, told us. “With only a third of U.S. employees engaged at work, where they physically work is a secondary issue to the broader challenge of engagement and trust.”
Global firms often spend a small fortune on internal and external communications so they can drive their narrative, even when headlines (and social media posts, and influencer reactions, and employee petitions) aren’t going their way. These executives would be wise to look past the headlines to learn what Dimon and his executive team did to anticipate stakeholder objections and communicate a unifying vision for the company.
How JPMorgan Chase is communicating the value of RTO
In 2025, where people work is a huge part of culture. It’s up to managers and leaders to figure out which culture they want, why they want it, how it will benefit the team and other stakeholders, and the best way to make their values resonate with the team.
Dimon’s comments generated a lot of criticism, but they weren’t made in a vacuum. They were part of JPMorgan Chase’s comprehensive approach to communicating why the company believes in an in-person workplace culture.
For example, Dimon spent much of his time explaining how remote work was hurting the company’s efficiency, accountability, and productivity. He also expressed concern for the professional and personal development of junior staff.
Additionally, in the days before the town hall, JPMorgan Chase’s communications team placed expansive pieces about the company’s state-of-the-art $3 billion headquarters, where 14,000 New York City-based employees will be housed. The company doesn’t appear to be just stuffing people into cubicles without clear, strategic thought. On-site exercise facilities, 19 restaurants, and personalized coffee orders with every meeting indicate there’s a bigger culture vision.
And, of course, the headquarters is located in the heart of the financial capital of the world.
“Clearly and authentically communicating why a company is implementing a return to office is important, but ensuring that employees find value in the return is vital,” said Trish Nicolas, Vice President of Corporate Communications for Verint. “With workforce disengagement being a prevalent concern, ongoing investment in nurturing an engaging workplace culture can result in enhanced company performance, driving ROI for RTO, remote, or hybrid environments.”
Bringing culture to the office
Whether you agree or disagree with Dimon’s remarks, he clearly defined and disseminated his vision of how he wants JPMorgan Chase to usher in the upcoming years. He also wants to attract like-minded people who can get behind its mission, values, products, and services - and understands that this culture isn’t for everyone.
“I learned firsthand at Netflix when I lived in DC and most of the company was in California that you miss a lot when you’re not in the room before and after the meeting,” said Anne Marie Squeo, who was a senior communicator at Netflix before leading marketing and communications at Xerox. She now runs consultancy Proof Point Communications in 2021. “It’s often then that views and actions are cemented and those who’ve already dropped from the video call are often left out.”
In 2023, General Motors CEO Mary Barra made it clear that being “left out” was not part of the company’s culture. She began implementing gradual hybrid work requirements for salaried workers, with a company spokesperson telling the public that it was all about “collaboration” for GM’s “transformative” future.
Gorman said what gave company leadership a lot of credibility with staff was that the internal narrative was the same as what was stated publicly. “GM’s leadership maintained a clear and consistent narrative: achieving speed and collaboration required for its all-electric future depended on in-person teamwork. This belief was reinforced at every level of management and in internal and external messaging so that it wasn't just a mandate, it was connected to the direction of the company.”
It seems to have worked. GM’s electric vehicle fleet became “variable profit positive” for the first time in 2024 and played a key part in the company’s 9% annual revenue growth.
Right now, RTO defines company culture
Many leaders seem to see RTO as a management problem - convincing hundreds or thousands of employees to trade working from home for navigating the commute, adding to the gas bill, and taking time away from families.
But that just scratches the surface. For those who see the office as a cage, gilding it will only go so far. That’s why smart brands spend the time to illustrate how - whether remote or in-office - the work environment fits into the overall company culture where people spend 8-10 hours a day.
And, clearly, cultures can include access to the powerful, next-level comforts, or simply being able to unwind at the end of the day. What it cannot be is just be a memo issued from the CEO. It must be incorporated at every level of the organization in a way that is concrete, real, and valuable.
“Creating a positive culture is an ongoing process that focuses on connection between each other and the greater goal,” said Squeo. “It’s not food or casual attire. It’s about demonstrating why being in person creates stronger bonds among the team and to the business goals, perhaps through brainstorming sessions or lunch and learns – anything that brings people together and demonstrates their importance to each other and to business success.”
Companies aren’t just legal institutions. They’re made up of people. And the more that leaders can communicate like leaders instead of AI bots, the more likely you are to attract the best humans to work in the office - regardless of where it’s located.
