This is big, serious and meaningful. It is tangent to the main problem on making remote work to properly work: formalize communication and iteration. Manageme

This is big, serious and meaningful. It is tangent to the main problem on making remote work to properly work: formalize communication and iteration. Management needs to make a conscious, methodological and deliberated effort to stimulate communication. Dialog channels must be pried open in the remote era. There is a proper workplace culture for remote work. An organization doesn't just wander into remote with the same practices and culture of office work. My suggestions: * rules for asynchronous communication. This includes a development methodology with full support on CI/CD techniques, issues tracking, code reviews, clear documentation, etc. * people should be available on Slack/Dischord on pre defined times. You know the "my doors are open", "cubicles are meant to stimulate cooperation" slogans? In remote work these informal channels must be explicit * There should be overlapping timezones in the team. * stimulate frequent meetings with a maximum of five people, where people should talk not only about work but also personal subjects of their choice. This stimulates camaraderie and personal trust.