It is a truth universally acknowledged among managerial types, that given enough collaboration, all work becomes shallow. To that end, the business will increase the number of collaborative tools and the expectation of their use, because deep work presents a problem. It is a risk incurred by the business. Creative effort by an individual is not auditable, there's no paper trail. No actionable data -- data that would allow the business to verify each step of the process and estimate time and cost to completion -- is produced other than the creative output itself. The only person qualified to assess whether deep creative work by an individual is on track, on time, and under budget is the individual themself and they cannot be trusted! "Beware the guy in a room."

So the deep parts of the work are now the responsibility of the team, and in order to do that, the team needs to stay in constant communication. Yes, it's slower and less efficient, but the business values reliability and accountability at the expense of some efficiency.

This is why you don't get an office or even a desk -- you get about one linear meter of bench on which to set up your MacBook. This is why availability on Slack is paramount. This is why you're responsible for attending standup, planning, retro, grooming, Three Amigos, and whatever parking-lot meetings your PM has called throughout the week in addition to all the work you've committed to this sprint. This is why "sprints" in the first place.

If you work for corporate, odds are you've signed up to join a hivemind, with all that entails.