I guess that depends on what you think the value-add is of offices versus remote working.
In our organization, the value-add is forcing everyone to be on the same work schedule, promulgating organizational culture, giving managers an idea of peoples' workload so they can load-balance, and meeting the need of people to socialize. We cross-staff on a per-matter basis, and we'll generally conduct inter-team communication over email and phone whether even when the team is within a few doors of each other. Email is efficient and asynchronous. We get together in person at milestone events, where, e.g., the whole team will fly in and take over a conference room for a day or two to prepare for a big upcoming event.
If you think the value-add of offices is facilitating informal, day-to-day inter-team communication, than obviously having people in different offices makes reorganization harder. And admittedly, its been years since I was on a software team. That said, even at that time, I found people dropping by my cube, instead of emailing, to ask a question about an API I restructured to be annoying rather than productive. It's PIO instead of DMA--a waste of clock cycles.
YMMV.