Founding Remote Native with a fully Distributed Team

In this series I would like to report from my experiences about the foundation of a Remote Native Company in Germany.

What’s coming

  • Some thoughts about the basics
  • Requirements of modern knowledge workers
  • Why we decided for Remote Native and a Distributed Team
  • How we did it
  • Our best practices
  • Main learnings and faults
  • What’s next.

What am I talking about when I say “Remote Native”?

It’s about “Distributed Working” vs. “all in one place” or “some in some places” (=distributed among locations)

The Types of Remote Work

These are the types of Remote Work I would like to talk about:

  • Some HomeOffice Employees
  • Distributed Subsidiaries
  • Central office with many remote workers
  • Remote Native (= Distributed Teams)

Each of those types has it’s own advantages, problems and challenges.

Working in the Office

Let everyone work in the head office and only occasionally allow individual employees to work in the HomeOffice is the bad default. This form of organisation comes from the old world and is dominated by mistrust.

Henning Emmrich, COO & Co-Founder at Frontastic
  • The knowledge worker has as good working conditions in the HomeOffice as in the office.
  • It saves time and environmental pollution on the way to work.
  • The knowledge worker needs motivation and not control.
  • Motivation does not result from providing a table tennis table.
  • Motivation comes from trust, transparency and meaningful working conditions and responsibilities.
Henning Emmrich·
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