I was looking for a bit more insight into why these diverging preferences have developed and didn't see it. My 2c on that: The chairman of the board at a comp

I was looking for a bit more insight into why these diverging preferences have developed and didn't see it. My 2c on that: The chairman of the board at a company I know well has been in business for like 40-50 years and he reckons that CRM software has been transformational for managers. Apparently, before Salesforce, you had little idea what your salespeople were doing with their days -- especially if they were regional specialists (re: remote employees). Salesforce keeps them on track, keeps them disciplined, provides strategists with better on-the-ground facts, etc. And that's had huge effects, according to him. But, if you're a chief marketing officer or biz dev person, and your success depends on engineers, you don't have a SF equivalent. Sure you can look at their Jira tickets or whatever, but if don't really understand what they're working on, that won't provide a lot of clarity. So maybe you look for clarity by asking them to be in the same room -- but ultimately that doesn't help much either (they just put on their headphones, deliberately avoid you, etc.). So you give up that battle. But with product people -- you don't have a salesforce-type system to keep eyes on what they're doing. But neither is their work totally incomprehensible. So, drawing on how helpful SF has been, you conclude that transparency and oversight are needed to keep things on track. So you develop a strong preference for face to face conversations. This is a theory to explain how a startup I know well has decided that its challenges getting to PMF are (in part) about a WFH policy that was 'too liberal' (CEO's words).