I think we can categorise employees into two: Experienced professionals and everyone else. The experienced professional has a track record of coming up the ran

I think we can categorise employees into two: Experienced professionals and everyone else. The experienced professional has a track record of coming up the ranks in both position and skillset. He doesn't need to talk to people as much to get work done. He has a good understanding of the domain and has strong analytical skills, able to break down complex problems by himself or with another experienced engineer. Then there is everyone else. Everyone else does not have the above characteristics. They do not have the skills needed to work by themselves or even learn by themselves. Juniors get frustrated because they don't have the necessary number of synchronous experiences, relying on async forms of knowledge without the ability to piece it together (or at least do it quickly). Furthermore, everyone else accounts for a bigger percentage of the organisation. Most people do not have the skills I mentioned above. To conclude, some people manage equally well or better remotely. But it's not the case for the whole organisation. Follow on question: I wonder what the long term effects on company juniors are of working fully remote. I estimate it takes each individual 3-5X more time to get upskilled.