Adapting to All-Remote Talent Management
The recent article “Can We Still be Agile?” examined two successful organizations that many years ago deliberately chose an all-remote workforce structure. Most of us have recently experienced unplanned and quickly implemented trials of all-remote work, so let’s examine the advantages and disadvantages when planned for and optimized.
All-remote organizations have no central hub(s) for workers. Instead, their staff all work remotely, as shown by the highlighted third element in the image below.
By being deliberately all-remote, there are no different sets of contributors (co-located vs remote) or different forms of communication (face-to-face vs dial-in). Instead, everyone experiences a consistent and universal interaction style.
Case Studies in All-Remote
A few organizations have been successfully using Type-3 (all-remote models) for years. They deliberately chose this format and believe it offers many advantages.
Companies like Automattic (which build WordPress and Tumblr) employ over 1,100 people in 75 countries using an all-remote model. GitLab (makers of source code repository and DevOps tools) has 1,295 team members spread across 67 countries using its all-remote work practices.
Automattic embodies some aspirational goals in the Automattic Creed that reveal some of its intent. These include:
- Never stop learning
- Do not just
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