Dr. Gleb Tsipursky – The Office Whisperer
Nirit Cohen – WorkFutures
Angela Howard – Culture Expert
Drew Jones – Design & Innovation
Jonathan Price – CRE & Flex Expert
This article is based on the Allwork.Space podcast episode The Real Impact of Distributed Workforces with Tony Jamous. Click here to watch or listen to the full conversation.
For over a century, getting a job meant living near it. That assumption has broken, and untying productivity from proximity allows for an entire system-level rethink about the future of work.
In a recent episode of The Allwork.Space Future of Work® Podcast, Tony Jamous, founder and Executive Chairman of Oyster, discussed how distributed workforces and AI are transforming work itself, with major economic and human consequences.
“The concept of office will become optional,” Jamous said during the podcast conversation.
Jamous says the pandemic proved that companies no longer need to hire within a short radius of their offices. Remote work has removed geographic limits, allowing companies to connect with skilled workers anywhere in the world.
People in Lagos or Nairobi can contribute just as meaningfully as someone in Paris or New York, and Jamous says that we’re moving toward a world where the employment market is truly global, and work is decoupled from location.
This change is particularly important in knowledge-based industries. Many knowledge worker positions in Western markets are currently unfilled. At the same time, AI is increasing demand for highly skilled workers while automating routine tasks.
Jamous sees this as an opportunity to connect companies with qualified talent in emerging economies, where one billion workers are expected to enter the workforce over the next decade, many with AI skills. By doing so, companies can fill critical roles, increase output, and give workers higher wages than traditional outsourcing roles provided.
Rethinking Where Work Happens
With productivity no longer tied to physical presence, urban centers are less central to work. Jamous predicts that people will increasingly live outside major cities while still contributing fully to the global economy. This distributed approach has the potential to reduce environmental impact and improve quality of life, as employees spend less time commuting and more time on personal health, community, and well-being.
AI and modern tools also make it possible for teams to work asynchronously without losing accountability. Oyster’s systems, for example, allow employees to contribute effectively without being online for long stretches or attending unnecessary meetings. The structure ensures results are met while giving employees freedom to organize their time.
Leadership for a Distributed Workforce
Jamous said distributed organizations work only when accountability is built into the system rather than enforced through physical oversight. Managers can’t rely on proximity, so the operating structure — clear processes, documentation, and defined responsibilities — has to carry more of the coordination.
He pointed to his own decision to step down as CEO and become Executive Chairman of Oyster as part of that same mindset. After assessing the company’s next stage, he concluded it needed a leader with different scaling experience and chose to hand over day-to-day control rather than remain attached to the role.
In this model, productivity comes from well-designed workflows and collaboration supported by AI, allowing teams across countries and time zones to deliver results without depending on a shared office.
Economic and Social Implications
The distributed work model offers potential economic gains for both companies and workers. Western companies can access talent they previously could not, improving productivity and competitiveness. Workers in emerging economies gain access to higher-paying, knowledge-based roles, rather than low-wage outsourcing tasks.
Over time, this could increase global income equality and bring more professional opportunities to regions historically excluded from high-value employment.
Beyond economic impact, Jamous argues that this model allows humans to focus on higher-level needs. With routine work increasingly automated, employees can prioritize creativity, problem-solving, and community contributions.
This also challenges traditional assumptions about growth, consumption, and the purpose of work, emphasizing well-being and meaningful contribution rather than simply producing more goods.
The Office Becomes Optional
Looking forward, Jamous predicts that physical offices will become optional for many companies. AI-enabled collaboration will allow global teams to work efficiently without being co-located, making the idea of a central office increasingly unnecessary.
Distributed, AI-supported work has the potential to shape not only how work is done, but also who has access to opportunity and how human talent contributes to the global economy. For companies, it means a wider talent pool and increased productivity. For workers, it opens the possibility of meaningful work from anywhere, reducing geographic and social barriers.
Jamous’ vision presents a workforce where location, routine, and office hierarchy no longer define contribution, offering a glimpse of a future where work is measured by output, impact, and human potential rather than by hours at a desk or proximity to leadership.
