When considering how to communicate inside an all-distributed company, I think it's not dissimilar to communicating inside any global company operating at a scale of any significance.
At Automattic Design we like to experiment with connecting large groups of people remotely NIRL with large groups of people IRL.
A low-performing team results from a sense that the organization neither cares for the team, nor does it care for its individual performers. In other words, employees stop caring about results when they feel the company doesn't care about them, too.
One of my favorite things in life is when I realize how stupid I've become by getting smarter. Said differently, it's the moment you realize that your personal inference engine is filled with a bunch of assumptions. And although those assumptions can let you feel smart in front of others who are confronted with exactly similar conditions for the first time, they're kind of useless when you're put into different situations. It's SO easy to forget.
I've found the distributed team paradigm to be enormously useful for collaborating in "sticky note" fashion. Why? Because it takes one hundredth of the time needed to get folks setup with virtual sticky pads because you don't have to tear off pages and hand them out to each individual one-by-one. There's no need to hand out pens as well because they just need to type into the keyboards.
The beauty of distributed work is that you can be anywhere in the world and not limited to a headquarters in some-city-out-there. That's a great way to free oneself from the physical environment of some companies that don't have inspiring workplaces. But it also means that you might get stuck working from home and without a lot of new stimulation from the non-remote universe. Is that a good thing or a bad thing?
I'm not big into popups so if you'd like to signup to my newletter, there's the link to do so. What's in it? It generally has four pieces: Three things on #DesignInTech. Two unsolicited non-tech products I <3. One special link. And a final point. The one from April 2018 reads as follows: April++ 2018 Hi … Continue reading August 2018 newsletter is out
When you think about how the online environment has enabled a myriad of decentralized activity to emerge — it makes complete sense when you consider that it's the nature of the digital medium itself. Anyone can get started on their own online, and they can consciously choose to be a nomad or part of a larger tribe. There's no value to being a nomad besides the therapeutic value of talking to yourself (I'm talking from experience here 😉 ), and yet there's a whole lot more value from connecting with others.
Working on a remote design team means you're eyeballs are staring at the screen a lot. Given that inclusive design has been a passion of mine since my 30s (I didn't know what it was called), I've been lucky to be aware that I was going to get older some day. Or, instead let's use the … Continue reading Mind the b(older) eyeballs
I've been reading an old McKinsey report from HBR (2001) about the "War For Talent" by Ed Michaels, Helen Handfield-Jones, and Beth Axelrod and loved this table: The Old Reality The New Reality People need companies Companies need people Machines, capital, andgeography are thecompetitive advantage Talented peopleare the competitiveadvantage Better talent makessome difference Better talent … Continue reading We’re moving from Capitalism to Talentism