WWR State of Remote Work 2026: Trends & Insights

Our goal here is simple: cut through the noise and look at what’s really happening in remote work.

Using exclusive survey data from remote professionals around the world, along with broader industry insights, this report takes a closer look at how distributed work is evolving and what companies should pay attention to next.

We’ll:

Whether you’re leading a remote-first company, building a hybrid team, or considering distributed hiring for the first time, we’ll help you understand where remote work stands today — and where it’s heading next.

In 2025, the tug-of-war between Return-to-Office (RTO) mandates and employee demand for flexibility finally reached a plateau. 

We saw an aggressive wave of RTO mandates from corporate giants this year.[*] For many workers, the message was clear: come back or move on. 

Amazon goes all-in. In January, Amazon ended its hybrid policy and required corporate employees back in the office five days a week.

The RTO ripple effect. Other Fortune 100 companies quickly followed. Today, 55% now require full-time office attendance — a massive jump from just 5% in 2023.

Take the desk or the deal. Companies like NBCUniversal, Microsoft, Starbucks, Novo Nordisk, and Paramount tightened office mandates but offered an escape plan: voluntary buyouts or severance packages for employees unwilling to return.

💡 The Real Story: RTO mandates can accomplish something layoffs can’t. When employees quit voluntarily, the company avoids the headlines, backlash, and investor panic that often follow mass layoffs. So in practice, forced RTO campaigns function as layoffs in disguise.

The irony? Remote work is already a proven budget-saver.[*] Organizations that lean into it often achieve the same financial efficiencies without pushing their best people out the door.

While companies pushed for more office time, worker preferences barely moved. Researchers now describe this growing disconnect between employer mandates and employee expectations as “The Flexibility Gap.”

The new dealbreaker. Six in ten fully remote employees say they would be extremely likely to look for another job if remote flexibility disappeared.[*]

Younger workers draw the hardest line. A 2025 Deloitte survey found that 65% of Gen Z and Millennial employees would consider leaving their job if forced to RTO full-time.[*]

💡 The Real Story: The genie isn’t going back in the bottle. Companies may be tightening office policies, but the workforce has already moved on. Flexibility is now one of the biggest drivers of where people choose to work — and who they choose to work for.

Despite the RTO push, the workplace hasn’t snapped back to its pre-pandemic reality. Instead, companies have landed somewhere in the middle — where remote work still plays a major role in how modern teams operate.

Among US employees with remote-capable jobs, 52% work in hybrid arrangements, while 26% work fully remotely and just 21% work fully on-site.[*]

The majority of employees (53%) now spend more than 60% of the year working remotely.[*] And in the Netherlands, Ireland, Finland, and Germany, over 70% of employees work remotely either fully or part-time.[*] 

💡 The Real Story: Many companies are caught between leadership pushing for office returns and employees demanding flexibility. For now, hybrid is the stalemate — postponing the bigger decision about the future of work.

These findings reveal the driving forces behind today’s remote workforce, from who’s working remotely to what they value most.

Our 2025 survey captured responses from remote professionals in over 90 countries, proving the remote workforce is anything but one-size-fits-all. Take a peek at who’s behind the screens.

🎂 Generational Shifts. Gen Z and Millennial workers made up over 66% of respondents this year. But the real shift? Workers 45+ jumped more than 10 points — from 22.5% in 2024 to 33.5%.

🖥️ Work Styles. Nearly 60% of respondents are full-time remote professionals. About 22% work remotely part-time, while 18% follow a hybrid schedule.

🙋 The Freelance Factor. While 53% of respondents work as employees with benefits, nearly 47% are contractors, suggesting that companies are leaning on freelance talent almost as much as full-time remote staff.

💼 Professional Experience. Over half of respondents (51%) have 10+ years of experience on their resume. Another 17% bring 5 to 10 years to the table, while 32% have five years or less.

💻 Remote Work Experience. Though 76% of respondents began working remotely within the past five years, remote work isn’t a COVID creation. About 24% of respondents have been working remotely for more than five years, including 9% who have been doing it for over a decade (like us!).

⚡ The Top Remote Job Categories. Remote workers span a wide range of industries, with these roles leading the pack:

⬆️ Indicates a rise from 2024.

💰 Remote Worker Salaries. The largest group (45%) earns under $50,000/year. Another 18% earn between $50,000 and $75,000, while 12% make $100,000+, a 4.5% increase from 2024.

Companies don’t have to hire from one city anymore — they can hire around the planet. That global talent pool naturally brings a wider range of salaries, as professionals from different regions, industries, and cost-of-living environments compete in the same job market.

When we asked remote workers to rank their life priorities, spending time with loved ones and protecting mental health held firmly onto the top two spots from 2024.

But in 2025, work climbed into the #3 position — a spot previously held by self-development. Meanwhile, exercise and hobbies remained firmly at the bottom of the list.

The grind is creeping back. Between layoffs across the tech sector, aggressive RTO pushes, and economic uncertainty, workers may be shifting energy back toward job security and career stability.

Growth isn’t guaranteed anymore. The drop in self-development may reflect fewer opportunities to level up, or a growing belief that improving skills doesn’t always lead to promotions, raises, or long-term stability.

Flexibility doesn’t magically create free time. Exercise and hobbies remaining at the bottom suggest that, even in a remote world designed for flexibility, many workers still struggle to set aside time for themselves.

Here’s what they said:

The pattern is clear. The top three answers all point to the same thing — workers want more control over where they work, when they work, and how their day unfolds.

The commute has officially entered its villain era. With a 4.5% jump since 2024, hatred for the commute is the fastest-growing sentiment in our survey. Call people back to the office now, and you’re threatening their newfound no-traffic zen.

And can you blame them? The average in-office or hybrid worker faces a 31-minute commute, with 84% traveling up to 45 minutes each way.[*]

Remote work ≠ permanent vacation. Despite the stereotype of remote workers answering emails from beach hammocks, most respondents save the holiday vibes for their PTO. Here’s where they typically work:

For employers worried about a workforce scattered across airports and far-flung destinations, the numbers tell a very different story. Remote work didn’t turn everyone into digital nomads — it mostly turned spare bedrooms into offices.

When we asked remote workers to rank their workplace priorities, the top of the leaderboard saw a noticeable reshuffle in 2025.

Here’s how they ranked:

Flexibility attracts talent. Balance keeps it. Work-life balance jumped to the top spot in 2025, with over 32% of respondents ranking it their #1 workplace priority. People won’t trade their lives for a job anymore. The ability to structure work around life — not the other way around — remains one of the strongest draws of remote work.

If your people can’t grow, they’ll go. Learning new skills dropped slightly from its #1 spot in 2024, though it still ranks first for over 23% of respondents. Workers are hungry for new skills. Employers who invest in learning and development programs gain a clear edge in attracting and retaining talent.

Ambition… under pressure? Advancing a career climbed into the top three this year, knocking down mental well-being. Worrying? Yes and no.

In uncertain markets, workers often double down on performance and career momentum — something employers benefit from. But if ladder climbing begins to fuel stress, competition, and burnout, the trade-off may not be sustainable. It’s a shift worth watching.

The shift to remote work solved many of the problems that defined office culture for decades. But every transformation introduces new pressure points. 

Our survey reveals what distributed teams should focus on as this new way of working matures.

When we asked remote professionals what they struggle with most in their day-to-day work, these were the top responses:

None of these challenges is a dealbreaker for distributed teams. They highlight where companies need better systems, clearer expectations, and stronger leadership.

Remote workers still aren’t using their PTO. For the second year in a row, it ranked as the #1 remote workplace challenge. More than 40% of respondents placed it in their top two struggles.

Flexibility may be the biggest perk of remote work, but stepping away still feels risky for many employees.

Recommendation: Don’t just offer PTO. Engineer the reset.

Some remote-first companies require employees to take a minimum number of days off each quarter. Others automatically silence Slack notifications during vacations or require full project handoffs before someone logs off.

The message should be clear: taking time off isn’t optional. It’s part of doing the job well.

The inability to unplug climbed from #3 in 2024 to #2 in 2025. Nearly 20% of respondents named it their top challenge, and more than half ranked it in their top three. Why?

Because if people feel like they need permission to unplug, they won’t.

Messaging platforms make it easy to stay “available” long after the workday ends. There’s pressure to keep the green dot on to signal commitment — even when the work itself is done. The result is a digital version of presenteeism, where visibility replaces productivity.

Recommendation: Kill the green-dot culture.

Define response windows, normalize async updates, and discourage after-hours messaging. Stop treating online status as a proxy for performance.

Global hiring unlocked massive talent pools, but it also introduced coordination headaches. Time zone differences ranked as the third-largest challenge in our survey, and they often trigger meeting overload and fragmented communication.

That friction shows up in the way remote workers describe collaboration today. In fact, trouble collaborating climbed one spot since 2024.

When we asked survey takers what makes teamwork harder, they called out:

Recommendation: Build systems that work without everyone online.

High-performing remote teams rely on written updates, shared project boards, and living documentation instead of constant sync calls. Tools like project trackers and internal knowledge bases allow work to move forward even when colleagues are asleep.

Done right, time zones stop being a bottleneck and start becoming an advantage: progress around the clock.

Motivation and focus sit squarely in the middle of the remote work struggle rankings — but together they represent a major productivity signal. Nearly 68.5% of respondents placed one of these challenges in their top three.

While motivation held steady compared to last year, focus jumped two spots in the rankings. Remote work may give employees more autonomy, but autonomy without clear priorities or ownership can lead to drift.

Recommendation: Replace activity with momentum.

Motivation rarely comes from checking boxes. It comes from making progress on meaningful work. Teams that break projects into milestones, track progress openly, and celebrate forward motion create momentum — and momentum is one of the strongest drivers of focus. It keeps people engaged long after motivation fades.

While “loneliness” is often the media’s favorite remote work talking point, it’s actually the least significant struggle for our respondents, dropping two spots since 2024.

It seems many professionals would rather feel a little isolated than deal with a 3 AM meeting (time zone issues) or a bad desk setup (workspace struggles).

Recommendation: Prioritize meaningful connection, not forced socializing.

Remote workers don’t need endless virtual happy hours. They value moments that actually strengthen teams, like company retreats, virtual team-building gatherings, and communication that builds trust across distance.

This year we added a new question to our survey: Have you experienced increased or decreased burnout while working remotely?

More than half of respondents (50.6%) said their burnout has decreased since going remote. About 20% reported increased burnout, while 32% said it remained the same.

In other words, more than twice as many workers saw burnout improve rather than worsen.

Recommendation: Instead of forcing productivity into a rigid 9–5 window, companies that embrace flexible rhythms often see stronger engagement and lower burnout.

Research shows 65% of professionals are interested in microshifting, a form of structured flexibility where work happens in shorter, non-linear blocks that match a person’s energy, responsibility, or focus levels.[*]

Nearly 70% of managers believe remote or hybrid work has made their teams more productive.[*] In fact, research from 2025 found that remote-only workers produce roughly 29 extra minutes of productive work per day, the highest of all work models.[*]

So we asked our survey takers where they feel most productive: remotely or in the office. The answer was overwhelming.

The majority of respondents said they’re significantly more productive working remotely. Here’s how they described it:

While remote work dominated the responses, a few workers pointed out that different environments support different types of work. As one respondent explained:

Recommendation: Design work around focus first, collaboration second.

Remote work creates the conditions for focused, uninterrupted progress. High-performing teams preserve that time and only meet when collaboration genuinely requires it.

Every manager likes to believe they’re doing a great job. But leadership looks very different from the other side of the screen.

So we asked remote workers which manager behaviors help them thrive — and which actually sabotage their workday. The answers offer a rare mirror for leaders willing to look.

We asked remote workers which manager traits positively affect their day-to-day work. Spoiler: it’s less about inspirational pep talks and more about clarity, trust, and respect for people’s time.

Transparent, clear, and empathetic communication remains the top leadership trait (41.6%) for the second year in a row.

In remote environments, clarity replaces proximity. Managers who communicate openly — and explain the “why” behind decisions — consistently rise to the top.

Recommendation: Make clarity the default. Write decisions down, document processes, and share priorities in visible places. If your team has to guess what success looks like, communication isn’t clear enough.

Supporting work-life balance (35.6%) held its #2 position from 2024. And that’s no surprise. 

We saw that remote workers struggle to unplug and often avoid taking PTO. So when managers actively protect those boundaries, employees notice.

The best leaders make it clear that performance isn’t measured by Slack activity at 9 PM. They encourage real vacations, respect offline hours, and normalize stepping away.

Recommendation: Enforce balance. Encourage PTO, avoid after-hours messages, and make unplugging part of your team culture. If leaders model healthy boundaries, employees feel safe doing the same.

Giving consistent feedback (31%) jumped into the top three this year, and we’re here for it.

In remote environments, silence can easily be mistaken for indifference. Without regular feedback loops, employees don’t know if they’re on the right track or if their work is even being noticed.

Managers who keep the lines open — offering guidance, praise, and constructive feedback — are the ones winning those unofficial “#1 Boss” mugs.

Rewarding and recognizing accomplishments (29.5%) also rose a spot this year, reinforcing that employees want their work to be seen and valued.

Recommendation: Don’t save recognition for annual reviews. Build feedback into the rhythm of work with regular check-ins, quick acknowledgements, and visible wins. In remote teams, visibility fuels motivation.

Having technical skills to help the team (28%) and being results-oriented (27.6%) both ranked higher in 2025 than in 2024. Empowering teammates (24%) also held steady.

But traits like being motivating and having a clear vision for the team? Both dropped two spots from last year.

Translation: employees aren’t looking for inspiration — they want infrastructure. The most valuable managers solve problems, streamline processes, and make it easier for teams to execute without friction.

Recommendation: Treat leadership like systems design. Remove bottlenecks, simplify workflows, and give teams the tools and clarity to move quickly. When the work runs smoothly, motivation tends to take care of itself.

We also asked remote workers which manager behaviors make their day-to-day work harder.

While micromanagement has long been the poster child of bad leadership, the data shows something more nuanced in 2025: the biggest management failures now revolve around communication, structure, and trust.

Poor communication rose to the #1 negative trait (30.4%), overtaking micromanagement this year.

That includes unclear instructions, confusing priorities, and long stretches of silence when employees need guidance. It also shows up in overly asynchronous communication (an issue for 14% of people), leaving teams guessing when they’ll actually get a response.

Remote teams run on information. When that flow breaks down, everything else slows with it.

Recommendation: Establish clear communication norms. Define response windows, document key decisions, and make sure employees know where to find answers without having to chase their manager down.

Two of the top complaints reveal a leadership paradox.

Micromanagement (30%) remains one of the biggest frustrations for remote workers. But right behind it sits the opposite problem: unavailability (29%).

Employees aren’t just dealing with controlling managers. They’re also dealing with managers who vanish. One day it’s constant check-ins. The next it’s radio silence while people wait for feedback or direction. Work slows down either way.

Recommendation: Define when updates happen, where decisions live, and how work is tracked. Structured check-ins for guidance, written project updates for visibility, and clear decision channels keep managers present without hovering.

Leadership breakdowns often show up as operational chaos.

Disorganization (25.6%), failure to give feedback (24.6%), and poor time-management (20%) all point to the same underlying problem: good employees don’t automatically become good managers.

Recommendation: Management is a skill, not a promotion perk. Invest in leadership training that teaches prioritization, delegation, and feedback. The fastest way to stabilize a struggling team is to level up the person leading it.

Unprofessional behavior (24%), poor team-building skills (24%), lack of delegation (21%), and even stealing credit from team members (14.4%) all chip away at the trust between managers and their teams.

Without trust, the psychological safety needed for innovation disappears. Instead of focusing on creative problem-solving, employees pivot to defensive work: double-checking emails, documenting every move for self-protection, and hesitating to share new ideas for fear they’ll be dismissed — or worse, claimed by someone else.

Recommendation: Shift from a control mindset to a service mindset. Make fairness visible — especially when credit, promotions, or recognition are involved. Delegate real ownership so teams can grow into their roles. And don’t ignore the human side of leadership: regular team rituals, virtual meetups, or occasional retreats can strengthen relationships before trust has a chance to erode.

Leadership shapes the day-to-day experience of remote work. But where do workers think remote work is heading next?

We asked our survey participants how they think the remote job market changed in 2025 and where they believe it’s going next.

Remote jobs still dominate demand. They attract roughly 60% of all job applications while making up only 20% of postings.[*]

But workers are starting to feel the squeeze.

In our survey, 45.5% said remote opportunities decreased in 2025, while 42% believed they increased, and 13% saw no change.

That’s a noticeable shift from last year, when optimism was higher: nearly half of respondents believed remote opportunities were growing, and far fewer thought they were shrinking.

⚒️ When asked what shaped the remote work landscape in 2025, workers pointed to familiar forces:

Economic conditions certainly influence hiring. And technology enables remote work. But whether a role is remote or on-site is still largely a choice made by leadership.

👉 Takeaway: Some companies have the resources to invest heavily in offices and in-person infrastructure. Others are taking advantage of the benefits of remote work: lower overhead and access to a global talent pool actively competing for flexible roles. 

For organizations willing to embrace distributed teams, remote work can be both a strategic hiring advantage and a smarter way to scale.

Despite some short-term pessimism, workers remain overwhelmingly confident about the long-term future of remote work.

In our survey, 55% believe remote work will grow significantly over the next five years, while 26% expect it to remain stable. Only 18.6% think remote work will decline.

That optimism has softened slightly since 2024, when 65% predicted major growth and just 12.7% expected a decline.

But the bigger picture is clear: even with more return-to-office headlines and a tighter job market, most workers still see remote work as a permanent part of the future of work.

Remote work has legit economic value to employers.

In our survey, 65% of respondents said they would take a pay cut to keep working remotely, while 35% said they would not. That’s a slight drop from 2024, when nearly 71% said they’d accept lower pay for flexibility. 

But this shift may say less about remote work attitudes and more about the rising cost of… everything. In a recent 2025 poll, nearly half of Americans said they struggle to afford essentials like groceries, housing, utilities, transportation, and healthcare.[*]

For employers, that makes remote work more than a perk. It becomes a powerful non-monetary benefit — one that helps companies attract talent, boost retention, and compete in hiring markets without relying on salary alone.

We asked remote workers a simple question: What would convince you to go back to the office?

We noticed a few themes kept popping up.

For many respondents, the answer was simple: money. And not a small bump — something big enough to outweigh commuting costs, lost flexibility, and the lifestyle trade-offs.

Responses in this bucket included:

👉 Takeaway for employers: Returning to the office isn’t impossible for these workers — it’s just going to dent your budget.

A smaller group of respondents said they would consider returning to the office, but only under very specific circumstances: a role so significant it fundamentally changes their career trajectory.

Responses in this group included:

👉 Takeaway for employers: If a role requires people in the office, it has to be too extraordinary to pass up. 

A small group of respondents said they’d return to the office for occasional collaboration or social connection rather than daily desk work.

Responses from this team included:

This gives coffee-badging energy. More than 40% of hybrid employees admit they sometimes go into the office for a few hours just to show their face.[*]

👉 Takeaway for employers: If collaboration and connection are the real draw, companies should invest in making those moments work remotely. Virtual brainstorms, structured team rituals, and intentional social time can recreate much of the same value — without requiring everyone to commute.

And then there were the respondents who didn’t hesitate. For them, returning to the office isn’t even on the table.

Their responses included:

We kept the ones with expletives out. 😜

👉 Takeaway for employers: For a growing share of professionals, office attendance isn’t negotiable. Every in-office requirement narrows the pool of people willing to apply.

So if office mandates push candidates away, what actually pulls them in?

Workers won’t apply to just any job with a “remote” tag attached. They’re paying closer attention to how roles are described, what companies promise, and whether the job actually supports the flexibility they want.

Here’s what remote workers told us they look for, in their own words:

If there’s one thing candidates notice immediately, it’s whether a “remote” role secretly requires office attendance. 

As one respondent explained:

Another noted:

Candidates have learned to spot remote-in-name-only policies quickly. Common red flags include things like:

Once candidates feel misled, they often stop considering roles from that company altogether.

👉 Tip for hiring teams: Be crystal clear about remote expectations in your job ads. If a role is fully remote, say so. If it’s hybrid, say that too. Transparency builds trust — and trust attracts better candidates.

We asked survey takers what they wished their company did better. Nearly 70% said: offer a better salary. So it’s no surprise that compensation tops the list when candidates evaluate new roles.

Respondents say the salary range often determines whether they even keep reading the job description. And the majority won’t apply if it’s missing.

👉 Tip for hiring teams: Always include a clear salary range in your job ads, even if you worry it might seem low. Remote roles attract candidates from around the world, and compensation that feels modest in one market may still be competitive and generate strong interest in another.

Transparent compensation attracts serious candidates and saves both sides from wasting time on roles that don’t align.

When we asked survey takers what they wished their company did better, 50% said: offer a better benefits package. 

That’s a major opportunity for hiring teams. With such a gap between what companies offer today and what workers actually want, benefits are one of the easiest ways to stand out in a competitive remote hiring market.

Here’s what respondents say they currently receive:

And here’s what workers wish their companies offered:

So let’s talk about the gaps.

Nearly 50% of workers want stronger career development, yet only 30% currently receive a learning stipend. 

Companies that invest in learning and development often see stronger engagement, higher productivity, and employees who stay longer because they see a future with the organization. 

Flexible schedules are the most common benefit (63%), yet 39% still want stronger work-life balance, and 26% want better mental health support. 

Fewer than 20% receive benefits like parental leave, wellness stipends, or unlimited vacations — perks that actually make balance sustainable and help employees recharge, which ultimately leads to stronger performance and lower burnout.

Fewer than one in five workers receive support for their home office, internet, or coworking spaces — the basics that shape day-to-day productivity.

👉 Tip for hiring teams: The strongest remote benefit packages aren’t built around novelty perks. They focus on three things employees consistently ask for: professional growth, true support for work-life balance, and the tools they need to do their job well.

Get these right, and you won’t just attract the best candidates — you’ll keep them.

When a role feels vague, overloaded, or made up by AI, many remote job seekers simply move on. 

Our respondents said they want clear answers to questions like these before applying:

One respondent summarized it clearly:

Others added:

Poorly defined roles were one of the biggest red flags in the survey. Many respondents said they avoid postings that feel like multiple jobs combined into one.

👉 Tip for hiring teams: Treat job descriptions as a blueprint, not a wishlist. Define what success looks like, outline the first few months in the role, and focus on the core capabilities someone needs to succeed in the first year.

Clear roles attract better candidates and help new hires ramp up faster once they join.

Respondents told us they look for companies that value outcomes, autonomy, and accountability over excessive monitoring.

As one respondent explained:

Another added:

What quickly pushes candidates away?

👉 Tip for hiring teams: Show candidates how your team actually works. Highlight async workflows, ownership over outcomes, and communication norms. Job ads that signal trust attract remote professionals who are ready to deliver results.

Good news? Once you ace this checklist, you’re likely to keep your new hires. In 2025, about 10% of office workers switched jobs compared to just 4% of remote workers.[*]

If you made it this far, you’ve seen the full picture of remote work in 2025 — the wins, the friction points, and the signals pointing to where distributed work is headed next.

Across thousands of responses, remote workers were remarkably consistent about what actually makes distributed teams succeed. So if you only take a few lessons from this year’s report, these are the ones worth carrying into 2026:

🟥 Remote demand still outweighs supply. Remote roles attract the majority of job applications despite representing a smaller share of postings. Companies offering remote opportunities still hold a major recruiting advantage.

🟥 Hybrid is the corporate compromise. Many organizations remain stuck between leadership pushing for office returns and employees demanding flexibility. Hybrid has become the temporary middle ground while companies delay the bigger decision about the future of work.

🟥 Workers want balance — but many still can’t unplug. Employees ranked work-life balance as their top priority, yet challenges around PTO and after-hours availability remain widespread. Companies that actively protect boundaries stand out.

🟥 Remote leadership requires a new playbook. Clear, async communication, consistent feedback, and respect for employees’ time ranked as the most valued management traits. Traditional command-and-control leadership performs poorly in distributed teams.

🟥 Remote job ads live or die on clarity and transparency. Candidates quickly skip roles with vague responsibilities, unrealistic expectations, or hidden hybrid requirements. Clear expectations, visible salary ranges, and honest remote policies attract stronger applicants.

🟥 Remote work exponentially expands your hiring market. Organizations embracing distributed work gain access to worldwide talent pools. Companies requiring office attendance shrink their candidate pool twice — by geography and by preference — as more professionals are opting out of office-based roles.

Thanks for joining us in our latest edition of the State of Remote Work Report.

At We Work Remotely, remote work isn’t a trend we’re watching — it’s a future we’ve helped build for more than a decade. As a remote company ourselves, we’ve helped thousands of organizations hire remotely, and millions of professionals find work that fits their lives.

👉 We know the best remote teams start with the right hires. Post your next role on We Work Remotely and reach the world’s largest community of remote professionals.

✨ Here’s to 2026, and the companies bold enough to move the future of work forward!