Remote Teams 5 things I am doing wrong and maybe you should too. Ted Tencza CTO finder.com.au @darthted
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Remote Teams5 things I am doing wrong
and maybe you should too.
Ted Tencza CTO finder.com.au
@darthted
Leading distributed teams for close to 15 years.
finder.com.au has developers in:
Background
Leading distributed teams for close to 15 years.
finder.com.au has developers in:
SYDNEY
Background
Leading distributed teams for close to 15 years.
finder.com.au has developers in:
SYDNEY
WROCLAW
Background
Leading distributed teams for close to 15 years.
finder.com.au has developers in:
SYDNEY
MILAN
WROCLAW
Background
Leading distributed teams for close to 15 years.
finder.com.au has developers in:
SYDNEY
MANILA
MILAN
WROCLAW
Background
Leading distributed teams for close to 15 years.
finder.com.au has developers in:
SYDNEYADELAIDE
MANILA
MILAN
WROCLAW
Background
1. Remote teams are primarily a cost saving
1. Remote teams are primarily a cost saving
Slide 1 of the pitch deck from our partner
1. Remote teams are primarily a cost saving
Slide 1 of the pitch deck from our partner
1. Remote teams are primarily a cost saving
We do not use remote teams as a cost saving
We do not use remote teams as a cost saving
Our primary goal was finding talented developers
We do not use remote teams as a cost saving
Travel
Facilities, Hardware, Office Supplies, Furniture
Recruiting
Training (including language skills)
Communication Equipment
Incorporation Overhead
Talent
2. Have a different Management style across locations
ITALY
TURKEY
POLAND
SOUTH AFRICA
USA
PHILIPPINES
AUSTRALIA
INDIA
SINGAPORE
UK
2. Have a different Management style across locations
ITALY
TURKEY
POLAND
SOUTH AFRICA
USA
PHILIPPINES
AUSTRALIA
INDIA
SINGAPORE
UK
2. Have a different management style across locations
Difference in management style should be tailored to people, not locations
Clarity of instructions and requirements
We have the same management style across locations
Autonomy is vital for distributed teams and non-distributed too
Training and opportunities should be available
Ensure shared vision
Set clear expectations for everyone in organisation
We have the same management style across locations
Manifesto
How We Make Things• Heterogeneous over homogeneous • In-house over external • Outcome driven over date driven • Do it correctly over do it quickly • Autonomy over control • Finish one task completely over
multi-tasking
How We Function as a Team• Rapid releases over batching it up • It is not done until it is live in
production • Automated testing over manual
checking • Do not be afraid to experiment • Build tools to allow other teams to
experiment safely over saying no
How We Operate• As flat an organisation as possible,
but no flatter • Cross team/cross project cooperation
at all times • Grow team at sustainable rate • Retention and promotions over new
hires • Make time to learn and grow as
developers • Be active in the developer community
We have the same management style across locations
3. You can rely on free communication tools
3. You can rely on free communication tools
Communication is key
3. You can rely on free communication tools
Communication is key
3. You can rely on free communication tools
Communication is key
We don’t rely on free communication tools
Invest in high quality Video Conferencing tools
Document sharing, real time annotations, pair programming easier
Asynchronous communication patterns are preferable
4. Don’t use ‘hybrid’ teams
4. Don’t use ‘hybrid’ teams
Need to have all co-located or all remote
Need to have geographic centric teams
4. Don’t use ‘hybrid’ teams
Both co-location and remote:
Team members have different needs
Trains team to treat distributed employees like full members of the team
Retain talent
We use ‘hybrid’ teams
We use ‘hybrid’ teams
Non Geo-centric:
Location not a significant factor in team assignments
Prevents us vs. them
Encourages cross geo-communications
Allows flexibility
5. You can have lower standards for Offshore teams
When all else fails … lower your standards.
We have the same standards across all teams
Make no allowance for lowering the bar of technical competency
Do not create a second tier remote team for scrub work
Extra work
Resentment
Give distributed teams same access to training / career enrichment
Results
Results
Results
Not all sunshine and rainbows:
Results
Not all sunshine and rainbows:
Split geographic teams increases workload of team leads.
Results
Not all sunshine and rainbows:
Split geographic teams increases workload of team leads.
Spreading the pain means more people feel pain.
Results
Not all sunshine and rainbows:
Split geographic teams increases workload of team leads.
Spreading the pain means more people feel pain.
Communication is still more difficult
Results
Not all sunshine and rainbows:
Split geographic teams increases workload of team leads.
Spreading the pain means more people feel pain.
Communication is still more difficult
Time zones still exist
ResultsWent from 0 to 16 distributed employees in 18 months
Total employees from 7 to 34 in 2 years.
ResultsZero distributed team resignations in Manila over 12 months
Staff attrition rates are between 25% to 50% (depending on source) amongst skilled outsourced teams.
Zero distributed team resignations anywhere else in the world (except for Sydney) over past 2 years.
ResultsHigh levels of job satisfaction - Local and Distributed
Flexible work schedules
Attract Talent
Team given chance to self organise, overwhelmingly wanted cross-geo teams
Increased awareness of problems facing distributed teams
Conventional wisdom not all that wise
Thank you
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