Quartz: IBM had decided to “co-locate” the US marketing department, about 2,600 people, which meant that all teams would now work together, “shoulder to shoulder,” from one of six different locations—Atlanta, Raleigh, Austin, Boston, San Francisco, and New York. by Sarah Kessler
'Employees who worked primarily from home would be required to commute, and employees who worked remotely or from an office that was not on the list (or an office that was on the list, but different than the one to which their teams had been assigned) would be required to either move or look for another job. Similar announcements had already been made in other departments, and more would be made in the future.
'At IBM, which has embraced remote work for decades, a relatively large proportion of employees work outside of central hubs. As early as the 1980s, the company had installed “remote terminals” in several employees’ homes. And by 2009, when remote work was still, for most, a novelty, 40% of IBM’s 386,000 global employees already worked at home (the company noted that it had reduced its office space by 78 million square feet and saved about $100 million in the US annually as a result). IBM’s marketing department had also acquired small startups without relocating their employees to central IBM offices. By early February, when Peluso made her announcement, it was not uncommon for every member of a small team in her department to dial into conference calls from a different location. (IBM declined to comment on how many employees would be impacted by the co-location announcement.)'