Abstract
This study investigates the dynamics of hybrid work in an agile software development company through a qualitative case study. We analyzed office access card data, observed 23 meetings, and conducted 9 interviews within two teams. One team adhered to fixed office days, while the other did not have designated office days. Our findings reveal that the flexibility of hybrid work arrangements, enhances work-life balance and productivity for individual tasks, but poses challenges for collaboration and team cohesion. Hybrid work in agile teams creates participation asymmetries, as virtual attendees face technological and social barriers that can undermine core agile rituals. Effective management of hybrid work is crucial for team effectiveness and employee well-being. Our results contribute to a deeper understanding of how hybrid working in agile teams interacts with the practice of agile ethos in ways not captured in earlier work.