> However, it's clear to me and the other execs that WFH absolutely does not work for us. The "for us" part is refreshing humble for HN comments; thank you for

> However, it's clear to me and the other execs that WFH absolutely does not work for us. The "for us" part is refreshing humble for HN comments; thank you for the details of your experience. I spent about 10 years working on the campus of a very large tech company, and then another 10+ years working for different remote development teams. The remote teams that I have managed were in teams that were built from the ground up to be remote, generally in companies built from the ground up to be remote. And when I say "remote" I really mean "distributed." Hiring the people with the best skills and letting them work from wherever they happen to live rather than relocating them. I assume in your study that you divided TEAMS into WFM or office based, and did not have teams comprised of some people working remotes and some in the office? I think that some people are wired to work effectively in distributed teams, some are not. Some managers have the "online social intelligence" to lead distributed teams, some do not. Taking a group of people attracted to working in an office or a high tech campus, and having them "work from home" while the rest of the company is still based in the office does not seem likely to work, though I am surprised by the starkness of your findings.