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Remote teams must have a clear frequency of communication with management and business and customer representatives to take the pulse of the business.
The pandemic has forced many companies to rethink their internal structure, processes, team structure, and management. Even for many high-tech companies, this has become a great difficulty and trial.
It’s not easy to rebuild business processes and reorient an established company toward digital technologies, and the pandemic has added to the problems. However, transformation is increasingly becoming the only way for companies to continue to exist.
The fields of electronic commerce (eCommerce) and Fintech have become engines of transformation, since the company simply has nowhere to go. For example, consider the factors that influence the success of a high-tech corporation in the field of fintech: High competition from younger companies that have already transformed, are more efficient or have the ability to apply the latest technology regardless of the legacy due to the fact that they are new to the market.
End customers, such as young people from Generation Z (also called digital natives), who assume the presence of digital services by default. Employees and teams experiencing difficulties in the transformation of the company, requiring training or the presence of special skills.
Many companies invest significant resources in process optimization and maximum automation of product delivery to the end customer due to the first two factors mentioned above.
Use proven work methodologies and command structure
Small high-tech companies use agile project management methodologies as the core of business processes. However, for large, established companies, this is not enough due to large teams, complex processes, and dependencies.
Just before the start of the pandemic, many bet on an agile development methodology for large organizations. Thanks to a streamlined certification process and clear documentation to implement this method, the entire transition took little time.
This process required the selection of several key figures: people who were trained and certified, and then directly involved in the implementation of the methodology. Second, to follow a clearly defined implementation algorithm that would allow them to very quickly organize all the necessary events and make a complete turnaround of a large team.
Transforming a remote distributed development team
The structure of the teams and the communications between them play a very important role. Therefore, in addition to implementing the new methodology, they simultaneously rebuilt the team structure, emphasizing the product and specialized aspects, attending to the application of the DevOps culture, etc.
The topology of the teams as a whole solves the problem of keeping each one focused on a specific area of responsibility, while introducing a series of behavior patterns that help share the necessary information (so as not to remain isolated from the others) , help each other at the right time and thus achieve the delivery of quality products together.
In general, speed and quality metrics play a decisive role in delivering a product to the end customer. A young man from “generation Z” will not tolerate a low-quality application on his smartphone.
You are used to doing everything quickly and not thinking about complex processes, and this is facilitated by a large selection among competitors. The new methodologies prescribe a set of clear actions that each team and company as a whole must follow to ensure high performance on these metrics. And the proper structure of teams and units contributes to controlled change for the better.
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