It seems unlikely that differences in management schedules are the big issues holding remote work back. I mean, perhaps the first question to answer is whether

It seems unlikely that differences in management schedules are the big issues holding remote work back. I mean, perhaps the first question to answer is whether anything is holding remote work back. It was my impression that it is gaining popularity, but I know there are companies and segments where it just isn't culturally a thing people do much of yet. Maybe I'm a cynic (oh heck I should just be honest and say I'm a cynic), but I suspect that the big issues in those places that are resistant to remote work are about power, control and trust. I work on what I would say is a very successful fully remote team. However, we're small (~30 people), tightly knit, our work is essentially self-organizing with a little steering from above, and each of the people responsible for components of it is a domain expert with a lot of experience and little need for hands-on coaching. Our managers know every one of us personally and they know we're doing our best every day. There are no trust issues. We collaborate pretty effortlessly using the usual tools, and our ability to do these things has allowed us to keep our overhead low and attract skilled people from all over the world. In short I think we're essentially a different kind of organization, and it would not surprise me to find out that it is hard to nearly impossible to convert an old-style organization, especially a larger and older one with hidebound traditions, into a new-style fully remote thing.