I believe this is a problem with OKRs more then with remote work. It is too easy to game the OKR process by choosing easy but showy OKRs, doing the bare minimum and declaring victory.
I've been remote for 10 years and before that worked on a bunch of distributed research teams and it is perfectly possible to have a highly functioning distributed/remote team that really takes ownership. I mean look at open source projects.
Further office culture tends to favor a bunch of young people who all live in the same city and have time to go out for drinks after work etc. I'll take a bunch of crazy odd balls scattered across the globe doing their own thing any day.
That only kind of helps ... and can lead to micromanagement.
I've found a better approach is to focus on key metrics or KPIs and empower people to go after them without a heavy planing cycle. Like if your app is slow and buggy the OKR process tends to favor waterfally quarter long projects like "rewrite X in Y." A better approach is often to get good at monitoring and prioritize cycles spent on maintaining, optimizing, and refactoring existing stuff with a possible incremental rewrite.
Our experiences are very different then. We do 1:1 personal zoom calls, we’ll play board games online, we have a drop-in company-wide hang out every other week, and we pair quite a bit and very often through a zoom link in slack asking for help.
I guess it depends on what you want out of work. If you’re the type who wants work to be _only_ work and absolutely nothing more, then I can see how the forced interaction at an office would be beneficial. Otherwise a strong culture around people and collaboration makes the office largely irrelevant. Yes, you do miss out on the random hallway interactions, but there is no perfect solution and I happily trade that for no commuting, hanging with my dog all day, mid-day naps, my own office, throwing in loads of laundry during the day, private bathroom, better coffee, etc etc etc.
Is this a bad thing? I understand that it might be for some people, but others like me think that's great. I don't work to make friends; I do it make money and build something interesting in the process. The fact that remote work allows me to minimise social interactions while still being effective is great.
There’s little camaraderie though or sense of shared ownership. interactions are more transactional, deliberate, thought out.
People maximise what’s best for their OKRs only. If this months it’s John on zoom or Jeff and if Mary was replaced with Sue, does it really matter?
There’s a reason team events and off sites etc exist. It helps people see beyond the professional façade to the human behind it.