The hybrid just means you also get the nice parts of going to the office, but for any remote work to work, async remote kinda needs to be default for the whole company, and the office are just perks
And to the second point, I'm not sure there is a real hybrid model in the sense of people wandering into an office now and then when they are in the mood. I do think one or two scheduled days in a week--assuming a co-located team which often isn't the case--or scheduled team on-sites once a quarter or whatever make sense. But, for most people, just camping out in an office now and then with people they mostly don't know doesn't add a lot of value.
For the general public it seems like a new thing. But many of us have been working fully or mostly remote for decades, used to be called distributed. There is a lot of knowledge out there for anyone who want to learn, extensively tested in many organisations. The gitlab stuff, linked above, is one example.
I've been building and running globally distributed asynchronous organisations for 20y, and I've learnt some of my tips/tricks/tools from people doing it very successfully for many years before I started.
My best tips: ditch the traditional management dogma, it's quite inefficient anyway. Trust your people. Make sure they have the information and training they need. Flatten out. Push for transparency. Go async! Especially for decision making.
For me it has been exceptionally rare that people are less productive when they are given control over their own circumstances.
I've never worked in a truly async company but I imagine there are a lot of hurdles not there in a synchronous company.
* We only care about where you live for payroll/tax/etc purposes.