Remote work is not difficult to implement, remote management on the other hand, is disruptive. It is so new we haven't aggregated the best practices into some basic theory to train managers with, so it's going to be patchy. Arguably, most managers are not educated to manage in the first place, and an increasing majority seem to just sense the wind direction and muddle through.
A significant percentage of remote employees might be a signal that they are creating so much value that it offsets the managerial risks associated with it. A butts-in-seats grind culture could suggest the marginal value employees create is so small it needs to be ground out of them.
I don't think current companies will switch to remote, but I do think new ones will start with the question of whether a role justifies the overheads of an on-prem requirement.