> but now realizing that wasn't actually a hard requirement.

There's going to be a lot of that. I know a couple people working in big orgs where major decisions like going paperless on certain forms -- which they had begged for for years, and had numerous meetings to work out how they could ever be paperless, and what the path to get there would look like, target dates, etc. -- suddenly happened one day to the next, because it had to be done.

Will be interesting to look at business management changes in the future. What do decisions look like if you just say they simply have to happen?

> Also I think it is actually easier with everyone remote rather than some in office and some remote.

I agree with that and would add that I think a huge part of the difficulty comes from a rift in culture. If a CEO does not consciously make an effort bridge the culture between remote and in-office work, it creates a strange divide that chokes collaboration and can even be catastrophic to turnover.

Having a mix of remote and non-remote can work great, just keep in mind there's a particularly difficult dynamic that will constantly need management and maintenance.

Speaking as someone who works remotely on a team that is only partially remote, the pandemic has made my life considerably easier. Suddenly all of the water cooler talks have evaporated and I'm on an even footing with everyone else. A colleague was also saying that he normally hates remote, but he's been finding it quite nice this time -- because the entire business has to communicate this way.

Still it's hard for people who aren't used to it.