For ICs, I agree, distributed teams can face coordination challenges due to increased friction, poorer communication practices (if they haven't adapted well to remote communication patterns), etc. Personally, my ideal world is teams that are geographically co-located but working remotely. That minimizes things like timezone challenges while also giving the team the option to meet face-to-face when they find it makes sense.

But management does not (or should not) require that level of highly engaged, coordinated work. Hell, pre-pandemic, the vast majority of my interactions were already remote because, outside of my direct reports (with whom my relationship is largely about providing strategic direction and then delegating responsibility so they can get the real work done), the people I work with represent a cross-section of the company's functions, and thus the company's offices.

But hey, maybe what remote is doing is exposing those micromanagers, or organizations, that rely on heavy-handed top-down hierarchy who are finding it difficult to adapt.

In which case I say good riddance.