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Remote work is all around us. And it’s great! But, as it’s widely commented in the agile community, it poses some specific challenges when implementing Scrum or other agile approaches. Below you will find some tips on how we tackle them at Netguru. But before we go there, let’s debunk one myth: Neither Scrum Guide nor Agile Manifesto forbids remote setups
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More companies are beginning to embrace the freedom and benefits that remote work has to offer. Whether it’s a few home office days or a completely remote setup many managers will sooner or later find themselves managing employees in new ways because of that.
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How To Be A Remote Founder

While it’s quite common for IT companies to work with remote teams, it’s not too common for a co-founder to work remotely. I worked remotely as one of Netguru’s co-founders for about 5 years, and want to share some of the things I’ve learned.
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What Makes Remote Working Work?

We work remotely with different companies on a regular basis, and overall spent more than a year away from the core team, managing the company as remote founders. We want to share 3 major reasons why remote working can be problematic, and what management practices are necessary to avoid the pitfalls of remote working not working in your company.
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With over 90% of our clients hailing from abroad, Netguru battle-tested both development and design teams in various environments, cultures and timezones. With one client, we collaborated with teams scattered across the US and Australia. With another, we have worked with three teams based in China, Israel and Poland. A story, shall we say it, typical to a global software and design consultancy.
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To say that the people who work for Netguru are scattered the length and breadth of the country still wouldn’t give you the full picture. Now, it’s true that we have 9 offices in Poland, but our employees aren’t obliged to actually go there to work. As a result, you can meet Netgurals in Cyprus, Buenos Aires, Budapest, Tel Aviv or even Kuwait. How I make sure that our workflow goes smoothly and manage my team if it’s a hundreds miles away? Simple - by sticking to the 10 rules of running a remote team, which I would like to share with you now.
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The answer, of course, may vary. I hope I won’t surprise or disappoint anyone by pointing out that all I’m sharing here are my experiences and thoughts - there are no definite answers for such a question in a complex environment.
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The Product Design Sprint (PDS) is a workshop that we have developed after years of experience and many scoping sessions and kick-off meetings with our clients. We based our workshops on Google Design Sprints (which are based on Sprints as defined in the Agile development cycle and use the Design Thinking methodology) to be sure we would use a battle-tested process that had worked for many teams around the world. The key benefit is that several months of work are condensed into a few days that bring tangible results.
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Since time immemorial, travel addicts have faced the problem of either having the money or lots of free time. It’s hard to have both. I didn’t want to compromise, and, luckily, I got a job that allowed me to keep my travelling bug alive without giving up on my professional career.
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Tips & tricks for what we’ve discovered in the last few years about working with teams across many borders.
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