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Counterpoint.
Often when remote work fails it’s due to the management structure and how work product is account for. When management is lazy and assigns tasks only to get them off their plate, knowledge workers (working remote or otherwise ) are usually left without a clear definition of done and you get right into Parkinson’s law; work expands to fill the time allotted. And you can apply management many levels above this.
It all centers around needing the owner of the expense/value invested in the delivery.
In my experience, if the work has been broken down correctly and defined well, knowledge workers like software engineers ar better able to hit a sort of flow state and accomplish many small tasks within a day easily.
It’s only when the engineer is slowed down by poor requirements , an indifferent product or business owner or no time constraints have been applied that the output suffers.
I’m speaking purely in engineering as that is where our concentration is.
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@9mmsmg You're absolutely right. The key is the right management. Arbitrarily moving people into the office without the right metrics in place for overseeing work just removes more time to do the work at hand.
More often than not the lynchpin is the management and definition of deliverables. A ton of knowledge work can get done in chunks with reasonable time in flowstate. That could be developers, project managers, etc.
Being at work implies ad-hoc availability that shouldn't be assumed