Theorem has intentionally been a remote company for the last 12 years, successfully implementing over 450 applications with team members across the globe. Using established technology and modern decision making practices Theorem has designed and implemented a series of processes that ensure our teams are as productive and fulfilled as ever.
As technology and corporate security practices progress, the old challenges of communication and data accessibility are decreasing, allowing remote workers to unleash their productivity potential from wherever they are.
We are excited to share our proven process to enable you and your team.
Remote was already here. COVID-19 reminded us why.
Even before COVID 19, the modern office was designed for administrative tasks in a time before digital processing and online and cellular communication. The current set-up is wildly antiquated and numerous studies have proven that remote models lead to an increase in work efficiency and employee satisfaction.
Below are several statistics from Global Workplace Analytics from before COVID 19 to validate the positive trend towards a remote culture:
- 46% of companies that allow telework say it has reduced attrition
- 95% of employees say telework has a high impact on employee retention
- 66% of employees would take another job to ease their current commute
Parlayed with our current macro-environment, the time is now to invest in a remote culture. Several companies such as Dell, Aetna, and Apple are capitalizing on this opportunity while many companies are just figuring out how to survive.
It’s a common misconception that individual work, like software engineering, does well remotely but that team-based work, such as brainstorming and creative collaboration, does not. In reality, many types of collaborative work can be done remotely if teams have the right tools. The key is to pick the most reliable, robust, and lowest friction tooling — and be willing to change tools as the project or team needs evolve.
Depth in Work
Shallow work is the multi-tasking most professionals are familiar with today — you begin a project, but you are also responding to instant messages, emails and phone notifications. This is shallow work, and it’s what most workers do day-in and day-out. Depth requires focus. To be all-in on a task for a block of time allows team members to truly tap into creativity and quality. Deep work is where quality is realised.
In a distributed environment, each team member must be empowered to make decisions and then be held accountable for the result of those decisions. This will enable velocity to increase, and actually improves the quality of decision-making.
Effectiveness, not Busyness
Teams must orient around shared goals and priorities that are assessed against two simple measures: Effort and Impact — and then apply disciplined decision making to ensure that backlogs aren’t populated just by tasks, but by the most important tasks at any given time (e.g. those that have the highest impact).
Define Clear Expectations for Communication
Teams must define clear expectations for how communication will work at the beginning of each project. Teams must be allowed to self-organise around the methods and tools they choose to achieve these expectations. A bias towards asynchronous communication is also key to building the flexibility and discipline required to work across multiple disparate timezones.
How We Do It
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