I agree that to make remote teams work the company (leads, actually) have to work differently. It can pay off or not, but assuming one can manage remote team ju

I agree that to make remote teams work the company (leads, actually) have to work differently. It can pay off or not, but assuming one can manage remote team just as you do a local one is a almost always a recipe for failure. > Resolving even little issues takes too long because round trip time between question and answer is often several days. This is the crux of the issue. You can expect question and answer round trip to be up to 24 hours, but the work flow must not depend on this being being minutes or hours. This means structuring work flow in larger chunks, writing tasks for remote teams clearly and having robust success criteria that remote team can check against, locally, before claiming they are done. And remote team must be able to understand what the request is before signing off on it -- at the very least they should have crystal clear understanding on those written success criteria. Done this way, little issues that require a 24-hour turnaround are few and far between. It never works perfectly, so the company should also bring key tech leads together a few times per year. It is a different setup, requiring more careful planning at headquarters and competent leads, but it can be done. But companies that manage remote teams as if they sit in the same building will get some serious disappointment. My 2c.