""We had the same turnover throughout the pandemic," Joy explained. "But we had no profit. And the reason is, we needed more people to be able to deliver the same amount of work... because we were working from home and productivity just tanked.""
""People want bigger salaries, but productivity is lower, so you have to hire more people," she said. "Somehow the maths aren't mathing.""
""We can't be surprised that there are consequences too.""
DNCO maintained similar turnover during the pandemic but lost profitability because remote working reduced productivity, requiring additional hires to deliver the same output. Distributed working created organisational friction, such as misaligned in-office days and meetings booked weeks in advance, slowing workflows in a fast-moving industry. Rising client expectations, macroeconomic pressures, and less studio-experienced junior staff compounded the problem. Agencies face trade-offs between the benefits of remote work and operational consequences. DNCO later returned to healthy profits, highlighting the need for honest assessment of productivity, staffing, and process changes in post-2020 agency economics.
Read at Creative Boom
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