Bernat Farrero’s webinar transcription on how to enable remote work in your team.
- What does it take to build a business?
- 10 tips for leading your team remotely
- Work on your communication
- Build a digital office
- Sales, marketing, support (what do we use)
- Product and tech development
- Finance and administration
- Remote challenges
- My personal toolbox
- Embracing flexibility (in crowded homes)
- Managing stress and loneliness
- Changes are here to stay
What does it take to build the business?
Usually it’s a two-variable formula, so you need to have the right idea, which is the most important thing because there’s nothing worse than executing the wrong idea. That’s going to be one percent of the effort. The other 99 percent of the effort is gonna be how do you communicate it since you’re building a business? It’s not made of yourself alone. You’re in an ecosystem and social ecosystem with people.
The most important thing and the most important bottleneck it’s gonna be how do you communicate this idea to other people? And this is where 99 percent of the effort will be. Your ability to be able to communicate what you have in your mind to investors, to suppliers, to clients, to banks, and especially to your employees, is gonna be the definite key to success. Let’s talk about the 10 tips I use for leading my team. Basically, I take into account 10 important things.
10 tips for leading your team in times of crisis
Make a Plan
First, make a plan. Without a plan people and everyone are going to go in different directions. You have to make a plan. What do you want to do and take into account that you cannot do everything? Making a plan is going to be about not making things as well. So giving up things and you have to make sure that everybody buys in. You cannot make a plan for everybody in your organization. You are going to make one single plan and you are going to executing it and all your team has to buy-in.
That’s one of the most important parts. You have to make a plan. You have to make it in a greeting firm. It has to be somewhere where people know where it is. If people don’t find it, it doesn’t matter. It’s in your mind. You have to be able to communicate. The good news is you can learn how to communicate. It’s something that many people face and you can learn from it.
The second step is setting goals. It’s very important to, you know. Take the plan and make it, break it into goals, split into goals for every team and every individual. This is an exercise that has to be done with the teams as well. It can go from up, down, down, up, up, down as many times as necessary until everybody buys in. Once everybody buys in, you have to write it down. You have to talk about goals every day. Goals are the North Star. Everything we’re doing, we have to measure it against goals. Therefore, we have to communicate as well specially now that we’re not in the office, what are the goals? What are the goals for each team? For each individual?
Empowerment & Trust
Third, empowerment. You got to trust people. It’s no longer a time of controlling your employees. That makes no sense whatsoever. Especially now everybody’s working at home. You better trust your people. This is a process that is very easy to say and very hard to do. Empowerment means giving the ownership to this person, making your neighbor, your goals, making their goals, aligning their personal interests with their professional interests, making sure that they’re fighting for themselves so they know what they are fighting for. They have goals. They have business goals, and they are making their own decisions.
You are hiring talent because you trust this talent. You’re not hiring people and then you don’t trust them. So you have to hire the top talent and then empower them. That takes trust. You need to trust your team and you need to create a culture of trust. If you don’t trust your team, the team is not going to work together. There’s not gonna be teamwork. That is a very important part of making companies grow and thrive. If you don’t trust your team, teams are not going to trust each other. People in marketing are going to tell you that sales are not doing their job properly, sales are going to tell you that the product doesn’t work, and the product people that know what the market wants.
Hence, we have to create a culture of trust. We have to trust each other: team members and the other teams, everybody in the organization. That starts with you as a leader, trusting your own team, and that means making mistakes.
Mistakes & Training
Of course, taking risks if there are no mistakes, it means nobody has taken risks. So you have to encourage a culture of making mistakes. We’re not stupid. We’re making mistakes to learn, and that is a way to learn. That is a way to grow. Making mistakes and learning fast for them. You have to encourage mistakes and then training. The knowledge won’t come up from anywhere. You have to go look for it, you have to structure the knowledge, the learnings, and you have to continuously train your team. Also, as a leader, you need to have a role as a teacher, but not as a teacher, because that might be patronizing. But as a person who finds information wherever it is and brings it to the team continuously all the time.
However, that’s not enough. You need to encourage your team. Encourage your team is underlying the things that are going good, maybe exaggerating the victories, making sure that everybody knows when things go right. And we celebrate. And this is very important, especially now when everybody’s at their homes.
There’s an eighth point, which is a simplification, simplify, finding the essence. You need to create a pyramid of truth as a leader. You need to simplify, find the essence of whatever we’re doing. There’s a lot of noise. There’s a lot of complexity. That has to do with not understanding what we’re doing. So you need to be the one that has to simplify. Talk about the goals, the holiday, and talk about essential things. For example, whatever you’re doing, whether we’re discussing, we could do this, we could do that.
What is adding value to the client? This very simple question is sometimes a very interesting question that we can take into account. Is whatever we’re doing adding value to the client? Yes or no? They’re are very essential things. For example, in sales, what I manage today if you don’t talk with clients if you don’t make goals if you don’t contact leads… You are not gonna sell no matter how good you are. There are some essential things that you have to write down. Once you know it, you know, and you’re very certain about them as a leader. You have to repeat them over and over. There’s no such thing as over repeating, over-communicating the essence, the essential things, the vision of the company.
Metrics & Knowledge
Metrics… If you don’t have metrics, whatever you’re doing, cannot be measured. You must have the info somewhere, otherwise, people cannot check. There’s just gonna be opinions. So you need to have data. You need to have it and you need to expose it so everybody can have access to it.
Every learning, every new thing that’s going on in the organization, and that is generating knowledge for us, you have to structure it. You have to organize it. Put it somewhere where people can access it. The faster you can get new people to learn everything. Learning all the mistakes that we’ve done in the past. People can get access to structured knowledge of what they were doing in the organization, the faster your company’s gonna grow.
This is a Zoom meeting at Factorial. It’s one of our all-hands meetings. Let’s go to the communication point.
Work on your communication
Communication is always gonna be your number one organizational problem if you ask any random employee what’s going on in the company, what do you think is the biggest problem? Most likely they’re going to answer: the communication. Communication is the main problem of our company, internal communication. So no matter how you work on it, it will still be the main problem of the organization. You have to always work on communication.
For me, there are two kinds of communication, especially now that we’re remote:
- One is asynchronous communication.
- The other is synchronous communication.
It is very important for a company to be productive. You need to enable and protect asynchronous communication. That means you don’t require everybody to answer right away. You don’t expect an answer once you are asking something in Slack or somewhere. You leave people time to organize. Because when people are focused on something, they have to be able to finish it. You have to create this culture of « it’s okay to not answer right away ». We have an SLA of 12 hours, let’s say, and people can organize, and people will be working at night. Some people will be very focused on whatever they are doing. So you have to use tools that accept asynchronous communication.
For example, we are using Loom. Loom allows you to record your own screen and record yourself saying things and it automatically uploads it to the cloud, and give your link that you can share on Slack, or an email. So, people, whenever they want, they can listen to you and they can answer back with another loom. That helps us, everyone focuses on their own thing and not having to interrupt the whole time. However, sometimes, guys, you have to interrupt your team because something is important.
You want to have a rich conversation, a rich discussion about something. In that case, I recommend everybody to do it as rich as possible. It’s better media than audio. It’s better audio than chat, and chat is better than e-mail. The closest thing to real-life interaction is going to be video. So use media. I always have a room, in Zoom, where people can just pop in and talk to me since I always have the same drew. Maybe sometimes people come over and I’m already with somebody else and this mimics kind of what happens in an office. People have casual encounters and we can have discussions. We can share things that we’re doing. And this is actually creating an environment as if we were working together, we were working in an office. That is something I personally like very much.
To sum up, these meetings are important, casual meetings and sometimes spontaneous. The one on ones that are now more important than ever. So you need to have individual conversations with your team, be generous with time, and make sure you ask how are people feeling. You ask open questions, personal questions about the family, about health, about how the people work out.
It is very important at this time to let people think, to let people reflect on the business, on what we’re doing, on the goals, on the vision, on everything. This is our opportunity. It’s an opportunity to connect individually to the people, to manage people to align, to get together, to make sure that we’re following the same vision. That’s one of the main responsibilities of managers. But we also do daily stand-ups because we are able to understand what everybody’s doing in half an hour.
All the meetings are time-boxed. All the meetings have a moderator because, without a moderator, meetings can be chaotic. Somebody has to make sure that everybody talks, everybody talks for a certain amount of time, they cut or they encourage either one to speak. So that’s what moderators do. It’s very important in every meeting and every meeting has to have a purpose and make sure that it has certain outcomes that are met. Otherwise, we’re wasting everybody’s time.
We do daily meetings, weekly meetings where we review the goals of the week, what we achieve, what we learned, what the opportunities we found in that week. Moreover, we have discussions about certain topics that are around one matter of discussion, and they have a time box, and they have a very specific purpose.
Also, we keep having these informal afterworks where people gather and meet after work and then with a beer or whatever, and there are Pictionary games. There are discussions about things that don’t have to be work, but it makes people connected and it helps loneliness, which is one of the biggest challenges. We will talk later about this situation.
Finally, I like people to share whatever they are working on. It doesn’t matter if it’s a table full of flatmates if they are working at the same time. It doesn’t matter. Even if you have your kids or your pet around. You better come clean with it, because it’s going to interrupt at some point. You better share what your situation is like, and you can eventually do better Zoom background too.
Let’s move on. It’s very funny. I found, on Fast Company, an article in which we’re talking about the 1918 Spanish flu. In which the Bell company was advertising: « Don’t worry, we have the infrastructure. You’re gonna be able to talk with your friends no matter who you are in quarantine ». Guess what happened when everybody started using the phone?
The line’s collapse and nobody could talk with anybody. Actually, the Bell company was asking people, begging people, to not use their phones. It didn’t happen this time during this current crisis. We have a perfect infrastructure to work remotely. We’ve been working remotely for years now. Actually, the Zoom system scaled from 10 million people, if I’m not mistaken, to over 200 million people. And it works just fine. That’s the advantage of the cloud. So let’s make sure we take profit from it.
Build a digital office
Let’s talk about building a digital office, which is something that every company has to do. How do we recommend companies to build a digital office? Well, we, at Factorial, are helping on this part, helping on all these blue line items that I am listing here.
- Office management (employee portal)
- Time off and Time and attendance (who is working)
- Accessible company and employee documentation
- Hiring and onboarding new employees
- Performance management and surveys
- Employee data and reporting
- Sales, marketing and support
- Product and technology
- Finance and administration
I’m going to show you how to solve them with Factorial. Of course, you can solve it with other tools, but I am going to talk about how we use it and how we solve it with Factorial. Then I’m going to also talk about other areas where Factorial is not working. Sales, marketing prowess, and knowledge of finance. I’m going to tell you how we use it internally at Factorial.
This is the employee portal. This is where everybody has a place of reference place. What’s going on in your company? You can see here all the announcements that the company is doing. Unfortunately, these days, announcements are not so good. There have been some temporary layoffs, etc. But here is where you can review what’s going on in the company, whether the events, who are working today, who are not. Everything that has to do with the company communication. If you have something to sign, if we need some information about you. It’s going to be all here.
Then, you also have an employee directory at Factorial where you can check who is who. Now, it’s particularly difficult to know where or who are your colleagues. You can make sure that you know all teams, everybody who is working in the organization, the chart and everything that has to do with everybody in the organization.
You can see the time off, you can request time off and you can track your time and attendance. Remember that in Spain, in Europe, in France, in many countries, it’s mandatory to keep track of the time being worked. So here you can see who’s working and who’s not working. You can time track through a very easy app, make sure that you have your hours every day and you can displace your hours in the platform.
Also, you have all the documentation here where you can check all your contracts with all the history of changes and everything. For example, here you can see this version of the contract, you can change the amount or have a change of the duration. You can see everything in one single place. All the employee information is in one single place. You can sign the contracts digitally. Alternatively, you don’t have to use any paper anymore. Well, you can not have paper anymore. We can have all digital copies of everything and you can sign contracts digitally.
We can also collaborate on the hiring process when we offer a multi-stage, collaborative, and hiring CRM. It allows all the candidates to be stored and be assessed in one single place, and then choose whether one way to work with us or not.
Then, we also have a task management system that helps H.R managers and everybody who’s a manager or who has certain responsibilities over employees to follow certain steps. For example, in onboarding, an employee, offboarding an employee. This is very important right now because we have to make sure that we don’t forget anything in the steps of onboarding or doing sometimes with employees for security reasons, private privacy reasons, and for many others.
This is also the performance part. It’s now an important moment to do a performance review of your employees to make service, make sure that everybody is aligned. Everybody’s connected. People would review their own themes, their own managers. How are they feeling? So this is also a functionality that we are offering at Factorial.
We are also offering the functionality of reporting, which is the driver for our decisions. Once we have all data on one platform, and that is what Factorial is helping, you can actually mind these data. You can find out, for example, this is a real case at Factorial, we are hiring people. We were 58 people in March and now we’re 75. We are really growing in numbers. You can see here the average age of the company, the nationalities… You can see the team diversity and everything that has to do with your employees, what’s going on, the salaries, everything you can report.
Sales, marketing, support (what do we use)
Here, I’m going to talk about what we’re doing in sales and marketing. And that no longer has to do with Factorial. Those problems are problems that have to do with people either problems that Factorial solves. Now I’m also going to talk about how are we solving sales, marketing, and support?
I happened to manage sales and marketing. So what we are using in terms of marketing is a very accessible and collaborative budget. This is is important. It’s not something written in stone, but it’s something that people can challenge all the time as soon as we have new information. It’s where we are allocating every euro that we have to spend on marketing and sales.
We are all connected. For example, if you are spending some money in France in content or a PR campaign, it’s going to have an effect on sales, it’s going to have an effect on acquisition. Everything that we do in terms of go to market is in one single place connected. You can see the consequences of moving one euro from one channel to another. The other aspect very important for marketing is CRM. We always talk about that, but now it’s particularly important if something is not happening in the CRM, it’s not happening at all. CRM is where customer relationship management is, where all the client information lives.
Every interaction that we have, no matter if it’s a call, it’s an email, it’s a note, it’s a meeting or a demo. Whatever happens, it’s recorded, it’s stored and it’s accessible from the CRM. When I’m gonna talk with sales reps and they’ve got so many things: “I did this and that”, but it’s not in the CRM. My answer is always: it should never happen. If it’s not in the CRM, it has never happened.
Also having all the information in one spot. It will allow you to mind this information, report them, and find out where are the bottlenecks, where are the problems, so the CRM is King.
Also, the sales playbook. It’s very important that every norm that has to do with the sales organization is written down and properly structured in a sales playbook. That it’s not written in stone either is changing the goals of people. How do we sell a particular industry? How do we sell geography? Every new learning that we’re having every day is going to be structured and it’s going to be in the playbook. The better we’re able to write the playbook of how the sales process of our company work, the better the new reps are going to ramp up and learn, and the faster we are going to grow. This is the truth. This is an essential thing.
Consequently, it’s very important that we work on our playbooks. We put time on it. It’s going to help us scale. And now it’s going to help us work because we don’t have our team there on our table, which we can have informal conversations. So we’re going to just have a playbook to communicate how things are working.
The other thing we’re using video calls and recordings. We record everything we do. When we have new learning, I always answer the same thing. Just loomit and store it somewhere. Then, we organize it in a folder, the organizer will link it in the playbook, etc.
We are using our goal as a cloud-based call center. So we have everybody to have a line and we organize. We prioritize the calls, we send them to whoever it’s concerning. We can split them into support, legal assistance, and everything. It can be dynamic. It’s very convenient. The same thing about the playbook, it’s in marketing and the content plan. What channels are we working on? What’s the tone? What does it have to do with our brand? Everything that has to do with our brand is written down. It’s not given for people to interpret, to imagine if you are writing things down.
Therefore, we are using a CMS, we’re using dashboards and metrics. They are accessible, everybody knows where they are. We’re using Slack channels. In the top description line, we put dashboards so people can just click and have all the information on what’s going on in that business, in that particular team, in that particular goal. Everything is very accessible, other ways it’s useless. It’s not going to happen. We use analytics, we use BI, and we usually dash to mind this BI. We use customer service. One tool I just discovered not a long time ago with BVI asks by Typeform. It’s a very interesting tool to do a synchronous service to people, for market research, for outbound, etc.. So these are the tools that we’re using for the marketing.
Product and development
In the product, nothing changed much. Things are working just like always. People are very connected to people. Everything is very digital. People are able to work together and collaborate through Airtable. We’re using it at Factorial to structure a roadmap. We use Google Docs to put all the goals that the teams have and expected outcomes. We use Figma to collaborate mostly between designers, but we also include marketing on the Figma files. Also, we use Github for court control and collaboration.
Finance and administration
For the finance and administration, we basically meant the end of the paper. There’s no point in having paper traveling around. So everything is in the cloud. We’re using Quipu to manage the invoicing and the administrative process, and see what’s paid and not paid, linked with the banks, etc.. But then we use A3, which is a local Spanish accounting company, to do the accounting. We use Strive for the payments, Dropbox for the other documents that are not stored in Factorial. We use Excel for planning and controlling, and we use Google Docs and Spreadsheets for documentation.
- Privacy and security
Say goodbye to on-premise systems and move to the cloud
Password security (1password or similar)
Control videocall attendants (specially dial-in)
Proper employee onboarding and offboarding
Proper home internet connections
Proper phone lines
- Working space
Readapting home working areas
Corporate coworking and flexible spaces
Challenges that are coming up now that we never thought about them, which are privacy and security. Many people still have machines and servers in their offices and they have to get access to it, expose it to the everywhere walls so people can be connected from their homes. And that has become the number one problem in security. You are not gonna be able to provide the same security if any cloud company.
The cloud company security standards are very modern and very secure nowadays. You don’t think that you cannot trust Gmail. You don’t think that you cannot trust your banks that have online connections or online websites. The same thing happened with most of the services in the cloud. They use standard security protocols that their gonna protect your data, they’re going to encrypt your data. It’s gonna be way more secure than using your own programs installed in your own offices. That makes no sense whatsoever nowadays. So you should start thinking if you haven’t done it already, to move everything to cloud services. Then, the number one problem is going to be managing the passwords.
People are not very secure with how they manage their own passwords. And that’s gonna be a number one problem then. So you have to make sure that you’re using a service to manage all the passwords. Make sure that every password is different for every service, and that they are complicated long passwords. Then, you’re using this one service that will put them all together and we’ll fill them in every service for you, for yourself. And that we are using 1password, which is one of these services, but there are many.
As a result people only have to remember one difficult password with which they access this service. And then from there, they can access to every single service that they’re using at the company. It’s very important to make the right protocols for the passwords because they’re going to be the number one reason to compromise your security.
The other thing is controlling who are the attendees in video calls. There have been many, many cases in which this has been compromised. People dialing in from a phone, you cannot see their faces and they are listening to company secrets. So this is something you have to take into account and make sure you are protected.
The onboardings are very important to set the standard for security. You have to make sure that you provide the right infrastructure through your employee, the Internet, connection, phone lines, any material, and you add up the working area that people’s homes.
My personal toolbox
My personal toolbox is the one you can see here.
- Notion as my brain organizer
- Zoom (Pro) with fixed room ID to communicate
- Factorial for people management
- Slack (free) for project specific discussion, or ramblings
- GDocs for every documentation
- Superhuman for email
- Airtable for structured data (roadmaps)
- Hubspot for ALL customer/prospect relevant info
- Hireflix for video-ATS
- Typeform and Videoask for rich surveys
- Linkedin / Twitter / Youtube for learning from others
- Spotify for background music
I basically use Notion to organize my brain. It’s a listing system so I can make lists based on different problems I have to work on. And it is very convenient because it allows me to structure information. I structure it always by time and dates, and within the subjects everyone who can report to me has their own folder. It’s how I manage to organize everything, all the complexity that I have to manage. I could get stressed, I hardly ever get stressed because I make lists. I know that I’m not gonna complete the list. I’m gonna make the list again and again and again and something is just gonna fall and that’s just natural.
I’m reconsidering everything I have to do every day. So if I cannot do it, I cannot do it. Days are not going to have more than 24 hours. So I have to prioritize. And I use a list for that Notion. I also use Zoom, Factorial, Slack, Google Docs, Superhuman, Airtable, Hubspot. Hireflix, which is an interesting asynchronous applicant tracking system to make interviews with two applicants in an asynchronous way. I use LinkedIn, Twitter, and YouTube for learning from others. I use Spotify, obviously.
Embracing flexibility (in crowded homes)
- Make custom schedules
- Find time to think
- Build yourself a work space
- Make sure working slots are working slots (while it is possible)
- Still make time for yourself, your own stuff
- Enjoy richer time with your loved ones!
Then one important challenge that companies are going to have is how do we embrace flexibility? So people are going to be in crowded homes. They’re gonna be among different people working with them. So they have to be able to make their own schedules. When are they more productive? They have to be able to work whatever way they find themselves more productive.
You have to be flexible as a team leader, as a company, because there is no other way around. And that’s how it’s going to work. You cannot set rules in your office anymore. So you have to be flexible. You have to make sure that you can work in a flexible way, in a synchronous way. And you have to tell people, look, you need to find time to think. It’s not about doing tasks. What we’re doing here. We have to be able to think, to give ourselves time to think what we’re doing, to prioritize, because otherwise we’re gonna start stressing.
Furthermore, we have to build ourselves a working space, make sure that we allocate slots for working, and then that we are working on those slots, if that’s possible. Of course, we still have to have time for ourselves and, you know, work out and do healthy stuff even if we’re closed at homes, we have to find this time. We truly have to find this time. And this is going to be for the benefit of the persons, but also for the company. If we are not feeling healthy, if we’re not feeling mentally healthy, we’re not going to be working properly.
Managing stress and loneliness
- Stress is often related to how we prioritize and manage throughput -> Make lists, it’s ok to not complete them
- Loneliness is the number one problem for most people
- Be open about how you feel, we are all there
- Make new/old friends and talk about it
- Workout hard
- Learn, train, read, dance, cook
- Find out about new hobbies
- Stop reading about COVID-19!
The other thing is loneliness. People who are not in crowded homes, they have quite the opposite problem, which is they feel lonely. There’s more than a month, for five weeks, now and alone. That is my case. My particular case. And people get stressed at home. They feel lonely and nobody talks about it. Everybody thinks it’s a problem, everybody things about their lives, and you know what, most people are feeling exactly the same.
It’s a perfect opportunity to talk about this. Talk about how you’re feeling with other people because you’re going to find out that everybody’s in the same situation. It’s a good time to meet with friends, make new friends. Talk about life. I mean, everybody is gonna be very open to doing it. But it’s also a very important time to work out, to learn, train, find new hobbies. You know, stop reading about coronavirus. It’s gonna drive you mad. Just find things to do. There are so many things. You never had this great opportunity of doing, so many things that you always wanted to do. I, for example, found out about plants. I never cared about plants. Now I’m learning about plants, taking care of them. I ordered online some plants and I am learning a lot about plants.
Changes are here to stay
- Opportunity to rethink, reset, reinvent at business and individual levels
- Remote work will be the new normal
- If done well, companies will be more productive/competitive
- Talent pool available worldwide
- New ways of collaboration, more flexible and liquid work
- New business opportunities will appear
- e-commerce, health care, and health tech, games, and entertainment, coaching, training and remote education, online support, food as a service, flexible coworking, home decoration, home gadgets, online fitness…
- The whole ecosystem will become digital
- efficiency, automation, better data, better decisions
Lastly, these changes I’m talking about, these changes that are here to stay. Don’t think for a second that once companies have set up all these rules, all these processes to work remotely, to work digitally, they’re going to come back to their office and work as they did before. That’s not gonna happen. Companies are finding out that they can be more productive, more competitive. New opportunities are appearing. While we’re working in here, we’re adapting to work remotely. So work is gonna become more flexible, more liquid. People are gonna be hired for certain things and they’re gonna be hired somewhere else.
We can access a whole world pool of talent right now. We don’t have to stick to our own local environment. So that’s gonna make us more productive. We already have the process to adapt, to incorporate all these people. So we cannot abandon this opportunity. We have to make sure that we think, we reinvent, we reset at both individual level, but also at the business level. So we see everything that’s changing and we ask ourselves, how can we help society? How can we help in this new process and these new needs that are showing up? This is gonna be the difference between the companies that survived and the companies that died, because many companies are gonna die, unfortunately.
You have to make sure that you are in the leading position. You are leading the change and not resisting it. It’s gonna be hard, if not impossible, to receive the change that is gonna come. Usually these changes take years. Now they’re going to take months. So we have to be in the leading position. We have to take profit from the new opportunities, such as e-commerce, healthcare, games, and entertainment, coaching, training and remote education, flexible offices, decoration, you name it, you name it. There are so many things that are appearing and we have to make sure that we take profit from it.
Finally, everything is getting digital, which means every supplier that we have is gonna be digital. Every client that we have is gonna be digital. We can connect things, we can automate everything that doesn’t add value and we can focus on the strategy. On thinking on the ideas, on thinking how to be better, how to make better decisions. Once we have data, we can mine data. It’d very important to do so and to think about that. There’s no longer an administrative task when everybody’s digital. So we can just connect the process and they happen by themselves.
We have to understand that this new whole ecosystem will be digital. Therefore, we have to lead the digital change. So this is all for today. I hope you liked our webinar.
And we hope you liked our article 😉 Bernat Farrero, founder of Itnig, held a webinar on how to enable remote work in your team. Managers and employees need to get through this tough period, and firms need to adapt to the situation. Not every enterprise was ready for their team to work remotely. However, the crisis forced it to happen, and now enterprises have to figure out their next move.
Entrepreneurs, hopefully, this article has given you some advice on how to handle the current situation we are living in. We should all accept that this new way of business might become our new reality, which is ultimately interesting. As Bernat mentioned, “we can access a whole world pool of talent right now ». You are not restrained by your employee’s geographic location anymore. You can go out there and hire unique and talented individuals from all over the world.
As it is an actual topic during these COVID-19 times, we translated the audio to our beloved readers and made it into an article. If you’re more a listener, you can find the webinar here. If you want to hear more of Bernat, we invite you to listen to our weekly Itnig podcast.