> I think something that's not readily apparent with the success so far of remote work during COVID, is that organizations are operating on the organizational '

> I think something that's not readily apparent with the success so far of remote work during COVID, is that organizations are operating on the organizational 'shared context' that was created before remote work started. Strong agree here. My company has hired a bunch of new people over the course of the pandemic and the same level of acculturation into the internal culture and way of doing things is just not there for them. A fair number of our team has actually been 100% remote all along before the pandemic, but I think having a core contingent of (particularly operation and project management) people sharing space over the workday did a lot to spread that shared context around and loop the fully remote members of the team in. Over the COVID period I’ve noticed newer team members just having a lot more trouble adjusting and settling in because all that in acknowledged cultural and context dissemination wasn’t happening. I can’t think of the last time I actually spoke to anyone on our UI/UX team because I literally have zero reason to set up a meeting with them and if there isn’t a work reason to interact it doesn’t happen anymore. For me that’s less of a deal but, for example, imagine being in the shoes of a junior business development person. For them their career progression and skill development depends on picking up a lot of the lingo and philosophy around how development works by osmosis. The absence of that is pretty fatal for cross team collaboration. Lots of big companies are heavily silo’d in this way where everyone just does their specific job description thing, and I’ve worked in many such companies. I really didn’t like it. Those environments have always felt less dynamic and creative to me. Obviously that’s just one man’s opinion and experience, but I really don’t think I’d be as happy in a fully remote team.