Most arguments missing the nasty side of companies. Speaking from an execution consultant pov: Most companies still rely on the easiest form of getting something done, which is management telling people what to do. Current state of management is generally if they can't appear to tell people what to do, their ability to execute anything is greatly impaired, then their jobs are threatened.

So where does most organizational leadership come from? Paying their dues as management in a prior life. So they're inculcated with the same mental model. Difference between a leader and a manager is, managers tell people what to do, while leadership like to tell their reports what they should have done.

Anyway all these components feed the whole back to work thing. Managers keep their jobs by telling people what to do, and the easiest way to do that is via the official office environment. It's also the most expensive and inefficient way to get anything done, leading to most corporations having very mediocre delivery systems. That's my take after consulting with numerous F500s.

Sure, there are exceptions; work dependent on equipment that isn't practical for remote applications, heavy experimentation with specific environment requirements, etc. But if your office life is centered around a laptop, then use the "laptop" as intended.

So what's far more strategic is moving from managing people to managing the flow of value. Manager mind blown. The latter doesn't have the same dependency on having people come into the office, but it's a much more sophisticated approach requiring at least some interest in business systems engineering, which is more complicated. But the approach is far more efficient, cost-effective, and requires far less energy usage. Manager refrain: "Can't I just go back to telling people what to do, in the office?"