I think this is a promising approach. My version of it would be to switch to the Bell Labs / Xerox PARC layout style of individual engineer offices surrounding

I think this is a promising approach. My version of it would be to switch to the Bell Labs / Xerox PARC layout style of individual engineer offices surrounding a central conference room area. Couple that with a genuine leadership backing and incentives promoting mentorship for senior individual contributors to come in and mentor juniors in the physical offices. When those juniors are promoted to a sufficient level of demonstrated consistent self-sufficiency and outcome-driven behavior over a number of years, the new more senior position includes the right to go full remote. In any case, in my personal experience with clients' engineering organizations, those where you have to micromanage to the point going to the office is necessary to manage well don't accomplish much in any case, and tend to produce technical debt at a much faster pace, than those with much tighter company culture cohesion around self-motivated engineers. I've concluded over the decades it is due to a highly useful information compression dynamic leading to an even more useful abstraction interface only possible in a high trust environment.