The first part of this is patently untrue. The most successful startup I worked at (defined as having IPO’d, and having their products effectively everywhere) was fully remote. This was very much 0-1, 1-10 type work. The only requirement to ever physically be in a given place was when visiting a customer.
The FAANG I work for now similarly has lots of 0-1, 1-10 type work (at least for my team), and a fully remote team. It works fine too.
The part about more junior employees is _more_ valid, though we had no problem on boarding juniors in either of those two situations.
Ultimately whether remote work is successful depends on whether the people doing the work have sufficient self-discipline to get the job done, and whether the hypothetical office alternative is set up for success. Most offices are not remotely set up for success, but optimize instead for middle management (toxin or cancer? [1]) being able to view their fifedoms.
The FAANG I work for now similarly has lots of 0-1, 1-10 type work (at least for my team), and a fully remote team. It works fine too.
The part about more junior employees is _more_ valid, though we had no problem on boarding juniors in either of those two situations.
Ultimately whether remote work is successful depends on whether the people doing the work have sufficient self-discipline to get the job done, and whether the hypothetical office alternative is set up for success. Most offices are not remotely set up for success, but optimize instead for middle management (toxin or cancer? [1]) being able to view their fifedoms.
[1]: https://www.talkfrom.com/video?name=leadership-without-manag...