I have to disagree vigorously based on my current experience. My team, working on a single project/product, is globally distributed. There are team members in

I have to disagree vigorously based on my current experience. My team, working on a single project/product, is globally distributed. There are team members in APAC (New Zealand), Europe, and America, and (IMO) we do very well at communicating and producing solid results. It does take specific effort, mainly expressed in written communications in tickets/issues and other more ephemeral channels (Slack in our case). You have to think carefully about what information must be shared and how to do so. You can't just drop a random comment and hope for a good interpretation. There needs to be a "call to action": a question, a request for specific activity/response, or a suggestion (or several) for possible next steps. There also needs to be trust built between team members, which takes time and similar effort. But when this is unlocked to its fullest potential it becomes an absolute super-power. The problem you were facing when you finished the day? Fixed by your team-mates when you start the next day, some more progress (hopefully), and they hand back the next problem to solve. Apparent velocity goes through the roof and personally I find it incredibly satisfying. Mind you, this is all coming from an all remote/all async company. I can potentially see problems if you had two part-teams in separate time-zone separated offices with minimal overlap. Then you'd potentially run into the usual human tribalism and culture drift, and communications aren't necessarily going to solve that.