[{"data":1,"prerenderedAt":703},["ShallowReactive",2],{"/en-us/blog/the-case-for-all-remote-companies/":3,"navigation-en-us":35,"banner-en-us":452,"footer-en-us":464,"Suri Patel":675,"next-steps-en-us":688},{"_path":4,"_dir":5,"_draft":6,"_partial":6,"_locale":7,"seo":8,"content":16,"config":25,"_id":28,"_type":29,"title":30,"_source":31,"_file":32,"_stem":33,"_extension":34},"/en-us/blog/the-case-for-all-remote-companies","blog",false,"",{"title":9,"description":10,"ogTitle":9,"ogDescription":10,"noIndex":6,"ogImage":11,"ogUrl":12,"ogSiteName":13,"ogType":14,"canonicalUrls":12,"schema":15},"The case for all-remote companies","Remote teams offer flexibility, reduce company costs, and increase productivity.","https://res.cloudinary.com/about-gitlab-com/image/upload/v1749668018/Blog/Hero%20Images/allremote.jpg","https://about.gitlab.com/blog/the-case-for-all-remote-companies","https://about.gitlab.com","article","\n                        {\n        \"@context\": \"https://schema.org\",\n        \"@type\": \"Article\",\n        \"headline\": \"The case for all-remote companies\",\n        \"author\": [{\"@type\":\"Person\",\"name\":\"Suri Patel\"}],\n        \"datePublished\": \"2018-10-18\",\n      }",{"title":9,"description":10,"authors":17,"heroImage":11,"date":19,"body":20,"category":21,"tags":22},[18],"Suri Patel","2018-10-18","\nI’m writing this post while I sit under a mango tree and listen to\n[Tchaikovsky’s Piano Concerto No. 1](https://www.youtube.com/watch?v=xZYYqUssAVw).\nI don’t have to worry about my music bothering anyone around me, and I don’t\nthink twice about my attire (yoga pants, Beatles shirt, [Time-Turner](https://www.harrypottershop.com/products/time-turner-trade-by-noble-collection),\nand a pair of boots I'm trying to break in). I get to work wherever I’m most productive, because GitLab is an\n[all-remote company](/blog/the-remote-manifesto/). My 350 team members and\nI work wherever we’re most comfortable – whether that’s in a small cafe in\nUtrecht, Netherlands or in a bookstore in Santa Monica, California. We’re\npassionate about working remotely and believe that it has the power to\n[change the workforce](/company/culture/all-remote/#how-remote-work-is-changing-the-workforce).\n\n## Why all-remote works\n\nAll-remote organizations [empower team members](/company/culture/all-remote/benefits/) to work in settings that allow\nthem to balance their personal and professional lives. A completely remote\nenvironment allows organizations to retain team members as they move to be closer to parents,\ntravel the world, or follow their significant other if they have a job transfer. People don’t have to choose\nbetween their happiness and their career.\n\n> \"Remote working offers flexibility in every part of people’s lives. If you need\nto suddenly take care of your family or friends, the flexibility to travel to\nthem, move to them, be there when they need you there. And I think that's a\nreally beautiful thing.\" — Sid Sijbrandij\n\n1. **Equivalence**: The problem with hybrid setups, in which there are a few\nremote workers who collaborate with a larger on-site team, is that the remote\nteam feels isolated and often misses out on discussions. When there’s no HQ, no\none is in a satellite office and everyone's on equal footing, so no one is left\nout of impromptu meetings over lunch or quick brainstorming sessions down the hall.\n\n1. **Communication**: When everyone is remote,\n[effective communication](/handbook/communication/#introduction) becomes a\nnecessity, which helps instill good, scalable working practices. At GitLab, we\ndocument best practices in our [handbook](/handbook/) and we work in\n[issues](https://docs.gitlab.com/ee/user/project/issues/), allowing us to work\nasynchronously, which we need since we’re a global company with team members in\nevery time zone. Working in issues means our discussions are written, so we don't\nendure long meetings, which run the risk of team members forgetting information\nor decisions.\n\n1. **Hiring**: All-remote companies have an advantage over traditional work\nenvironments, because they can hire people irrespective of location, so they’re\nable to find the most talented people in the world rather than within a commutable\ndistance.\n\n1. **Cost-effective**: When you can hire around the world, you can pay market\nwages and offer people an at-market or above-market wage while still reducing\ncosts for the company. Furthermore, without office rent, an organization saves\na significant amount of money. GitLab, for example, has experienced\n[rapid growth](/jobs/) and would've had to move offices seven times in the last\nfew years. We save a significant amount of money on rent, utilities, office\nequipment, and additional team members to manage the office.\n\n## Overcoming the challenges\n\nThe biggest disadvantage to remote working is that isolation can set in if there\nisn't a concerted effort to create a social connection between people. In a\nco-located company, people can mingle in break rooms, sit together at lunch, and\nbriefly chat in hallways. At all-remote companies, the social fiber of a [culture\nhas to be actively cultivated](/company/culture/all-remote/building-culture/) and time must be set aside for it or team members\nwill feel alone in their work and disconnected from the organization.\n\nGitLab has [Group Conversations](/handbook/group-conversations/)\nevery day at the time when West Coast and Europe overlap. The most-wanted hours\nin the company to organize meetings are dedicated to talking about different\nareas of the company and learning how they're performing. We also do a\n[Company Call](/handbook/communication/#company-call) every day, which\ncomprises about five minutes of announcements and 25 minutes of people chatting.\n\nOur [Coffee Break Calls](/company/culture/all-remote/tips/#coffee-chats) encourage\nteam members to spend several hours a week socializing and building a relationship\nthat's separate from work. Since working remotely can also lead to team members\nnever meeting in person, we have a [visiting grant](/handbook/incentives/#visiting-grant)\nto cover transportation costs, and every nine months, the entire team gets\ntogether for the [GitLab Summit](/events/gitlab-contribute/).\n\nWhen I worked in-office, there was a stigma to wanting to chat with people,\nbecause my manager would wonder why I wasn't working. Now, my manager praises my\nability to connect with people. Our coffee chats give us permission to talk to\nteam members about anything.\n\n> \"Instead of it being a stigma,\nwe support it. We force you to do it when you onboard by asking you to set up\nfive coffee breaks with team members. It's totally legitimized, and everyone thinks it's acceptable. And, one thing I\nlike a lot is that it's personal. People tell stories, and sometimes they're fun,\nsometimes they're beautiful, sometimes they're really sad, and I love them all.\" -- Sid Sijbrandij\n\n## The investor perspective\n\nWe'll admit that investors have expressed concern about our dreamy all-remote\natmosphere. In considering GitLab, investors usually have these three concerns:\nwe don't match their pattern, whether the executive team has enough interaction,\nand the 50 percent loss in value in case of an acquisition. Investors are interested in\npattern-matching, and since the majority of their companies are traditional\nin-office organizations, investors are reluctant to deviate from what has\nhistorically worked well.\n\n![Sid responds to a Hacker News comment, writing that all-remote companies are the future and that one day, in-office companies will have to discuss why they are not remote](https://about.gitlab.com/images/blogimages/sidhn.png){: .shadow}\n  *\u003Csmall>Sid replies to a [Hacker News comment](https://news.ycombinator.com/item?id=18158896) about all-remote companies.\u003C/small>*\n\nWhen it comes to the executive team, investors wonder whether GitLab's leadership\nis able to effectively work together when they're distributed. Leadership needs\nhigh-bandwidth communication since they represent different functions, and in\nthe eyes of investors, remote cultures are not conducive to this level of interaction.\nOur executive team has quarterly in-person meetings and regular video calls.\n\nThe concerns about acquisition are true, but they help both investors and GitLab\ndetermine whether their goals are aligned. When a company gets acquired,\nespecially in the Bay Area, the presumption is that all the employees move to\nthe acquiring company. This would be hard in our case – people don't have work\nvisas, others are used to a remote lifestyle, and a lot of people just wouldn't\nwant to move. The industry estimate is that an all-remote team halves the value\nof a company in the case of an acquisition. Although this may sound terrifying\nto some, this fact helps us select the investors that believe in our goal: to\nbecome a [public company](/company/strategy/#sequence). So, if investors are interested\nin acquisition, investing with GitLab isn't the right move for them, because our\ngoals are misaligned.\n\n## Interested in changing the workforce?\n\nAn increasing number of the workforce wants to be a part of a remote team. One\nstudy found that\n[\"searches for flexible work arrangements is up 32 percent year over year,\"](https://www.hiringlab.org/2017/07/27/flexible-work-arrangements-searches-up/)\nan indication that the appeal of remote working is on the mind of jobseekers.\n\nIf you’re considering creating an all-remote environment, please borrow heavily\nfrom our 1,500-page [handbook](/handbook/)! We discuss which [tools](/handbook/tools-and-tips/)\nwe use, our [expense policy](/handbook/spending-company-money/), and our\n[onboarding template](https://gitlab.com/gitlab-com/people-ops/employment/blob/master/.gitlab/issue_templates/onboarding.md).\nIf you think of ways we can improve our remote working culture, we’d love it if\nyou [contributed](/company/strategy/#why) your thoughts!\n","culture",[23,24],"inside GitLab","remote work",{"slug":26,"featured":6,"template":27},"the-case-for-all-remote-companies","BlogPost","content:en-us:blog:the-case-for-all-remote-companies.yml","yaml","The Case For All Remote 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