Forget FOMO, FOBO is the real workplace crisis

Today's professionals are less concerned about physical presence and more anxious about maintaining relevance.

In the evolving corporate landscape, the traditional fear of missing out (FOMO)—the anxiety that one must be physically present in the office to stay relevant—has given way to a more pressing concern: fear of becoming obsolete (FOBO). 

FOBO reflects employees' growing worries that they risk stagnation, irrelevance, or even job loss if they do not upskill, engage with new technologies, or remain visible in the workplace (in-person or virtually). 

From FOMO to FOBO: A shift in workplace priorities 
For much of the pre-pandemic era, professionals operated under FOMO, where being physically in the office was critical for career advancement. Employees feared missing out on key networking opportunities with leadership, high-profile projects and promotions, watercooler conversations that could lead to new opportunities, and the perception of being a high performer simply by being visible. This in-person presence was considered essential for climbing the corporate ladder, with physical visibility often outweighing actual productivity in performance evaluations.

The COVID-19 pandemic disrupted this model, proving that remote work could be effective. However, instead of simply eliminating FOMO, workplace strategy immediately post-pandemic played to it by elevating the workplace experience through amenities, higher levels of service, and events programmes. Who can forget the appearance of Lizzo at the Google campus as a means of luring people back in? But five years after the pandemic, a new acronym has emerged that might be highly influential in guiding workplace strategy over the next cycle – FOBO – or the fear of becoming obsolete or outdated in a rapidly changing work environment. 

What is driving FOBO? 
The workplace landscape has fundamentally shifted, with employees now experiencing FOBO (Fear of Being Outdated) rather than simply fearing missing out on office interactions. Today's professionals are less concerned about physical presence and more anxious about maintaining relevance in an environment rapidly transformed by technology, automation, and evolving skill requirements.

This new workplace anxiety manifests in several distinct ways. First, there's the growing artificial intelligence (AI) and automation anxiety. The rapid advancement of generative AI and automation technologies has many professionals concerned that their roles may become obsolete unless they continuously adapt and reskill. This fear drives constant pressure to understand and integrate new technologies into their workflow.

Despite the wider acceptance of remote arrangements, many experience hybrid eork's visibility problem—the persistent worry that colleagues who appear in the office more frequently might gain advantages in promotion considerations or leadership opportunities. This creates a complex balancing act between enjoying remote work flexibility and maintaining sufficient visibility with decision-makers.

Perhaps most fundamentally, skills erosion anxiety has become pervasive. Employees increasingly worry about becoming less valuable to their organisations if they do not actively pursue new competencies, particularly in high-demand areas like digital technologies, AI, and data analysis. This drives a continuous quest for professional development, often beyond traditional working hours.

These converging forces create a workplace where the fear isn't about missing a meeting or casual conversation but becoming professionally obsolete in a rapidly evolving business landscape. For organisations and leaders, understanding and addressing these more profound anxieties has become essential for maintaining engaged, productive, and loyal teams.

The employer response: Combating FOBO 
Forward-thinking organisations recognise that FOBO is a genuine concern and are addressing it by focusing on: 

• Upskilling and reskilling programmes: Companies are investing in continuous learning initiatives, offering AI literacy programmes, digital transformation training, and leadership development to help employees remain competitive. Amazon has committed $700m to upskill employees by 2025, offering programmes such as the Amazon Technical Academy and Machine Learning University to equip workers with in-demand skills. Similarly, Infosys has developed in-house learning platforms incorporating generative AI courses, incentivising completion to ensure employees stay current with technological advancements. 
• Redefining career paths: Organisations provide more lateral and cross-functional opportunities instead of traditional linear promotions, ensuring employees can evolve with industry changes. Standard Chartered has identified roles likely to become obsolete (“sunset roles”) and emerging roles (“sunrise roles”), proactively reskilling employees to transition into new positions within the organisation. 
• Hybrid work fairness: To prevent remote employees from feeling disadvantaged, companies are refining hybrid work policies to ensure visibility and equal career opportunities regardless of location. Salesforce has implemented “Flex Team Arrangements,” enabling teams to decide how and where they work collaboratively, promoting fairness and inclusivity in hybrid work arrangements.
• AI as an enabler, not a threat: The best workplaces are positioning AI and automation as tools that enhance and augment human work rather than replace it, helping employees integrate these technologies into their roles rather than fear them. IBM’s SkillsBuild platform offers accessible AI education, enabling professionals to harness AI tools effectively in their roles, thereby viewing AI as an enabler for career advancement. 

The future: moving from FOBO to a growth mindset
FOBO is a valid concern, but it does not have to lead to paralysis. Employees who embrace continuous learning, adaptability, and proactive networking will thrive rather than become obsolete. For organisations, the challenge is clear: rather than allowing FOBO to drive fear, they must transform it into a culture of lifelong learning, innovation, and opportunity. And that, in our view, is an opportunity to reposition the office. 

In short, FOMO was about fearing exclusion from the office; FOBO is about fearing irrelevance in the workplace. The winners in this transition will be those who embrace change, continuously evolve, and see disruption as an opportunity rather than a threat.