[superyesh]

The points you highlight are very valid, but you cannot just say it had nothing to do with remote work.

>Long after Wall Street ordered its bankers back to the office, the California-based lender’s chief executive, Greg Becker, at times worked from Hawaii, president Mike Descheneaux decamped to Florida, chief risk officer Laura Izurieta was based in a suburb of Washington and general counsel Mike Zuckert worked mostly from New York, according to several people close to the bank.

I have noticed quite often that a lot of things to fall through the cracks irrespective of how many meetings you have on zoom. A lot of catch up happens offline in informal conversations. This might be mitigated on an IC level mostly given that a good team might have a well groomed backlog being fed to them. But at a leadership/design level things are still more informal and might take a few years to get to an efficient level. So dismissing that remote work could have led to a gap is probably being very narrow. The way I read this was the leadership did not handle remote work well and feedback did not flow bidirectionally well across multiple levels. When in person sometimes luck/chance just happens and might be enough to mitigate huge issues.

edit: from the downvotes looks like remote work is an untouchable topic and has nothing wrong with it. /s

[fsociety]

If my bank requires luck to practice risk management then I am keeping gold bars under my bed.

[superyesh]

I just meant any organization can/has an informal structure and has to mature into a remote work structure which is relatively new.

[signa11]

``` The way I read this was the leadership did not handle remote work well and feedback did not flow bidirectionally well across multiple levels. When in person sometimes luck/chance just happens and might be enough to mitigate huge issues. ```

got it, leadership relies on luck/chance to mitigate huge issues ... (O_O)