I moved to an EMEA position inside Microsoft (on the consulting side) in early 2020 and simply cannot relate to this paper.
My entire org was distributed (manager and skip were European and in two different locations from mine), all my work was remote, team coordination happened entirely over Teams and we generated tons of content.
Yes, the first few months _dealing with other teams_ (especially country-based ones) were messy, but most of my team had been working remotely (and internationally) for years, so we did not experience the kind of disconnect mentioned in the paper. We took the time to do team 1:1s, had informal chats going for days, etc.
I am now moving to a Worldwide position, still working from Europe. My new manager is in the Americas and my skip in the UK. It is a quite normal arrangement in our line of work.
So, in a nutshell, I don’t think this paper reflects what it’s like to work remotely at Microsoft at all. It _might_ be a good sample of the US portion, but it is extremely limited: “the period of time over which we measured the causal effects of remote work are quite short (three months)”