BRENDAN REIDY: “Hybrid Work Balances the Requirements of the Job with Personal Flexibility”

Photograph by DOUG LEVY

Over the course of the pandemic, almost all the 6,500 global associates of Acushnet—the parent company of golf brands Titleist and FootJoy—were told not to come in to work, and manufacturing shut down. The decision to focus on health and safety was easy, says chief people officer Brendan Reidy. Determining how and when people should return was much harder. Reidy spoke with HBR about how Acushnet’s strong culture embraces hybrid work arrangements. Edited excerpts of the conversation follow. How did you decide when to reopen? Shortly after the shutdown, we experienced a huge uplift in business as people flocked to outdoor recreation. The question became: How do we keep our associates safe while meeting our customers’ growing needs? Our manufacturing operations reopened in accordance with local and state guidelines and when we…

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Harvard Business Review Special Issues (Digital) - 1 Issue, Winter 2024

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