Thanks for sticking the head out ;)

I'm really not sure where 1 to 3 come from? 1 and 2 are about spending time with people. 3 can't also be true, just look at all the innovations that OSS has created (at least 90 perc. remote collaboration).

Number 4 is a real problem and a symptom of the biggest problem imo, which is that it's hard to build trust online/remotely.

Things that are inherently "about spending time with people" are very likely to be more effective in a higher bandwidth, more natural setting (read: in-person).

On the spectrum from postal mail, e-mail, text/instant messaging, phone calls, video calls, in-person discussions, the quality of "spending time with people" is increasing as you go farther down the list.

> 1 and 2 are about spending time with people

It is true, and spending time with people over video calls or text chats is a very low-bandwidth, rather thankless job which is generally demotivating long-term. Not that many people are actually willing to channel their emotions for hours daily into pixels on screen with no actual emotional human connection. This means that juniors remain isolated, senior employees feel that tutoring juniors is a waste of their time (which is true in this setup), and good managers either stop caring or burn out.

> 3 can't also be true, just look at all the innovations that OSS has created

Innovating in things you deeply care about is one thing, innovating for yet another work project that brings shareholder value is another. The only recipe that has worked for the latter so far has been "put multiple smart people in one room".