Monday, June 13, 2022

13: Remote Work

Improving communication across distributed teams “We try to build teams that thrive in an environment with a clear direction, but the details are unspecified. Teams are able to try a bunch of things and fail fast, and hold themselves accountable and measure themselves rigorously. We find that smaller teams are faster…we try to build them in that sort of environment.” .......... This kind of rapid iteration with small teams that Alex describes requires clear and constant communication between engineers, product managers, designers, researchers, and other functions. When everyone is in the same location, this is a lot easier. “Water-cooler” conversations or chats at offsites can lead to novel ideas, or foster cross-team collaboration. When employees work remotely, we have to do more work to ensure that they are able to have the kind of ad hoc conversations necessary to allow for innovation and ensure that different groups stay in sync. ....... Nearly 40% of meetings originating in our San Francisco HQ involve more than one city. ......... Tokyo, Singapore, Seoul, and Sydney interact with each other far more than with they do with San Francisco. ......... 50% of meeting time at Twitter is spent in multi-city meetings. ........ These data only include meetings that take place in conference rooms; since ad hoc video conferences between co-workers are excluded, we are almost certainly underestimating the scale of remote collaboration. .......... Given how critical interoffice communication is to a smooth operation, it’s clear that having a videoconferencing (VC) infrastructure is key to productivity. ........ After a number of pilots, our IT team decided to go with a company-wide deployment of Google Hangouts plus Chrome for Meetings (CfM) boxes in conference rooms. .........

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