Below is the observation of an executive about his company’s remote work experience. (From this you can see difficulties in attempting synchronous working - remotely.) “It wasn’t that people weren’t working as hard. It was that they weren’t getting to the answers as quickly – not feeling like they could call and ask any question, at any time, as they would if they were physically next to us. (ie using the office as the communication app) “His concern was that his younger team members were missing out on both formal and informal incidental learning. “The amount you learn from just listening to other people’s conversations is huge. To be completely isolated from all that, I think, is a big problem,” — David Parsons co-founder Selencky Parsons (Source: 'My company has gone fully remote and I'm despairing': who wins in the new world of working from home) The above can all be solved by having a document first culture (difficult to implement in an established business, simply because of the time it takes to document processes retroactively) - the goal is to ensure that nothing that is mission critical to the company, including its culture and values needs to be learnt informally, instead it’s documented and accessible to new and old-alike at any time. Your work is to decommission the office as a communication app.