Biggest thing is changing cultural dynamics to make maximal efficiency of remote work. Which includes that sometimes, you get a team of people together temporar

Biggest thing is changing cultural dynamics to make maximal efficiency of remote work. Which includes that sometimes, you get a team of people together temporarily in person to really focus and iterate on issues, but we all know the majority of time, this isn't needed for proper collaboration. As far as excitement and collaboration goes: this is a culture and communication problem. If your company hasn't done a good job of training people to use the proper tools of collaboration they're not doing it right. Same with mentorship, it should be done as a (possibly rotating) thing by people who are trained to do just that: be good mentors. This is not a burden that should fall on the uninitiated. This should also have concrete expectations for everyone involved. Its a job in and of itself, after all. All of these things point to cultural company deficits, they're not an inherently immutable thing that is a downside of remote work.