[{"data":1,"prerenderedAt":709},["ShallowReactive",2],{"/en-us/blog/remote-enables-innovation/":3,"navigation-en-us":38,"banner-en-us":455,"footer-en-us":470,"Victor Wu":681,"next-steps-en-us":694},{"_path":4,"_dir":5,"_draft":6,"_partial":6,"_locale":7,"seo":8,"content":16,"config":28,"_id":31,"_type":32,"title":33,"_source":34,"_file":35,"_stem":36,"_extension":37},"/en-us/blog/remote-enables-innovation","blog",false,"",{"title":9,"description":10,"ogTitle":9,"ogDescription":10,"noIndex":6,"ogImage":11,"ogUrl":12,"ogSiteName":13,"ogType":14,"canonicalUrls":12,"schema":15},"How remote work enables rapid innovation at GitLab","At GitLab, remote isn’t a business operations risk, it’s a competitive advantage.","https://res.cloudinary.com/about-gitlab-com/image/upload/v1749678666/Blog/Hero%20Images/paper-lanterns.jpg","https://about.gitlab.com/blog/remote-enables-innovation","https://about.gitlab.com","article","\n                        {\n        \"@context\": \"https://schema.org\",\n        \"@type\": \"Article\",\n        \"headline\": \"How remote work enables rapid innovation at GitLab\",\n        \"author\": [{\"@type\":\"Person\",\"name\":\"Victor Wu\"}],\n        \"datePublished\": \"2019-02-27\",\n      }",{"title":9,"description":10,"authors":17,"heroImage":11,"date":19,"body":20,"category":21,"tags":22},[18],"Victor Wu","2019-02-27","\nI’m a Product Manager here at GitLab, primarily contributing to the [Plan stage](/direction/plan/)\nof the [DevOps lifecycle](/stages-devops-lifecycle/). I joined in November 2016 and I’ve witnessed incredible\ngrowth in GitLab the product as well as GitLab the team. Many\nnew hires have asked me during [coffee chats](/company/culture/all-remote/#coffee-chats)\nabout GitLab culture and remote work in particular, since we're an [all-remote](/company/culture/all-remote/)\ncompany. My view has evolved over this time and I wanted to share specifically why I think\nremote is _not_ a challenge to overcome, but actually a _competitive advantage_, at least for GitLab.\n\n## A remote journey\n\nWhen I joined GitLab, I thought remote was a challenge to overcome or at least\nto manage. It was a risk to be mitigated. For example, I really wanted daily standup\nmeetings with the engineering team I was working with. Silicon Valley-style tech\ncompanies and product management books tell us that frequent, synchronous, face-to-face\ncommunication is necessary for building successful products efficiently and to win\nin the marketplace. To my dismay at the time, we never had in-sync standups (and\nmy team today still doesn’t have them). But curiously, we nonetheless had immense\ncollaboration and continued to ship product at a high velocity. Something really\nweird and unexpected was going on.\n\nLater on, as I started getting comfortable [doing product the GitLab way](/handbook/product/),\nI started to think that remote wasn’t really a risk, but that there were just a\nfew negatives, and that the overall effect was net positive. See the [advantages and disadvantages of remote](/company/culture/all-remote/#advantages-for-employees).\n\nToday, I realize that even a positive-negative accounting of remote is insufficient\nto articulate what remote means at GitLab. I think that remote\n(along with a few other key crucial GitLab ingredients) gives us a differentiated\nand competitive advantage, in particular allowing us to innovate at a rapid pace\nthat is truly unique. Here's why:\n\n## Interdependent ingredients\n\nThere are a several crucial and interdependent GitLab ingredients that make remote\ntruly work in our favor:\n\n### Async communication\n\nRemote implies geographic diversity (since we hire all over the world),\nand because most folks work during the day, that further implies time zone diversity.\nConsequently, we prefer **[Async communication (primarily with text)](https://handbook.gitlab.com/handbook/communication/)** as we scale our organization in\nspace-time. Async demands everything be written down and that it be clear and concise.\nYou can’t afford a prolonged back-and-forth conversation because every round-trip\ntransaction is possibly 24 hours in the worst case. In particular, we prefer text\nbecause the internet and modern apps (for example [GitLab issues](https://docs.gitlab.com/ee/user/project/issues/)) has allowed text\nto be easily organizable, searchable, and even hyperlinked. Text is easy to parse\nand thus consume. It is a highly efficient form of communication, especially for\ntransactional collaboration.\n\n### Transparency\n\nThe async communication we reference is also digital, making it infinitely\nscalable. Unlike the printed page in a physical office, anybody should\nbe able to access a digital message. So, rather than re-erecting the walls and silos\nthat plague traditional organizations and inevitably block collaboration, we\nmake communications and work **[transparent](https://handbook.gitlab.com/handbook/values/#transparency)** by default.\nAdding a layer of permissions is necessary sometimes, and in those cases it becomes an overhead cost to manage\nand use (for example fixing a security bug.) The transmitter of communications\nneeds to figure out who should receive, and set the appropriate permissions. The\nreceiver themself needs additional work to access the content. It’s more pain. It\nadds up. So we try to avoid it when we can.\n\n>Because you know everything you write down will potentially be viewed by anyone – inside or even outside the company – simply telling the truth is the optimal and most efficient strategy\n\nTransparency also makes it really easy to tell the truth, and disincentivizes dishonesty.\nTelling the truth is simply the right thing to do, but it’s also a great strategy\nto grow a long-term sustainable business. In particular, because you know everything\nyou write down will potentially be viewed by anyone in the company or even outside\nthe company, simply telling the truth is the optimal and most efficient strategy\nand you will thus adopt it with little friction. You don’t have to make up slightly\ndifferent versions for different stakeholders. You don’t have to keep track of all\nthese versions. And you only need a single artifact to document that one source\nof truth, which will never be out of sync, because there’s only one! For\nus, that single source of truth is typically the description in an issue.\n\n### Everyone can contribute\n\nWith a single source of truth that is consumable by anybody, it allows **[everyone to contribute](/company/mission/#mission)**.\nEveryone has information parity. And so anyone is welcome to contribute. In fact,\nremember I mentioned above that the transmitter of information typically has an intended receiver\nin mind? In this case, oftentimes somebody who they didn’t expect can even participate\nand add value. This isn’t possible if there’s no transparency because artificial\nbarriers pre-close the opportunities of potential collaboration. Also, everyone\ncan contribute means future folks can participate too. You may start a conversation\non an idea that turns out to be suboptimal in the current circumstances. But it\nmight end up being just a timing issue. And so posterity might be able to recover\nthe old idea and ship a feature later on, taking advantage of all the discussions\nthat were had and made available publicly.\n\nEveryone can contribute also means that the diversity of ideas skyrockets. And so\nat GitLab, people often cross departments and offer some of the best ideas to solve\nbig challenging problems. But we still have [directly responsible individuals](/handbook/people-group/directly-responsible-individuals/)\nto make decisions in order to avoid analysis paralysis.\n\n### Iteration\n\nFinally, how can all this communication and collaboration truly function if the\nmechanisms are so transactional, distributed, and unstructured? It works because\nit forces us to be **[iterative](https://handbook.gitlab.com/handbook/values/#iteration)**. Most people think they understand iteration (myself\nincluded) before joining GitLab. But I’ve discovered over and over again that new\nfolks are surprised that this concept is taken to an extreme. Product\nand code are shipped in the absolute smallest piece possible in an effort to get\nfeedback and momentum. Implementing programs and processes at GitLab means breaking\noff the smallest chunk and then putting it into action right away. We still make\nbig, bold plans and big bets on the future. But we don’t obsess over extended analysis.\nInstead we find the smallest thing that we can do now and we do it. We believe that\nwaiting until tomorrow is an opportunity cost. Doing something small today is low\nrisk and results in immediate feedback. We have a [bias for action](https://handbook.gitlab.com/handbook/values/#bias-for-action).\n\n>We believe that waiting until tomorrow is an opportunity cost. Doing something small today is low\nrisk and results in immediate feedback.\n\nAnd so if all our communication and collaboration is focused on small iterations,\nthe scope of a typical  problem is small and manageable. And it turns out (unsurprisingly)\nmore people are willing to participate in a small problem if it literally takes\nthem a few moments to voluntarily glance at an issue description, instead of being\nforced to attend a two-hour slide presentation explaining a big problem.\nAnd since the problem is made transparent by default, the pool of contributors is\nvery high, as mentioned earlier. Personally, I am actively involved\nin at least 20 to 30 parallel problem conversations on a daily basis. It is impossible\nfor anyone to achieve that level of productivity if all to those conversations required\ndedicated, ongoing, synchronous meetings. This results in an incredible rate of collaboration\nfor myself. Multiply that by all team members at GitLab, and then also all GitLab\ncommunity members further still, and you can see now why GitLab’s pace of innovation\nis ridiculously high.\n\nRemote is not a challenge for GitLab to overcome. It’s a clear business advantage.\n\n## Ending caveat\n\nThe picture I’ve painted here is one of constant messaging and wild ideas. And\nthat’s intentional because it’s true. New folks joining GitLab often are inundated\nby the number of discussions they find themselves involved in after several weeks\nin. This is indeed an ongoing risk for GitLab especially as we scale and the level\nof ideation grows exponentially in relation to headcount (since communication links\ngrow exponentially as nodes in a people network grow). I’ve observed that GitLab\nteam members usually figure out a way to cope soon enough, and typically become\nmore selective in their communications over time. I think this is a good general\nstrategy overall, because good ideas tend to get more attention, and we essentially\nrely on the wisdom of the crowds to surface them. Of course we still have well-defined\nroles and responsibilities that serve as guardrails too, that allow subject matter\nexperts and directly responsible individuals to strategically guide our innovation\nin the right general direction.\n\nHow are you making remote work work? Let us know in the comments or tweet us [@gitlab](https://twitter.com/gitlab).\n\n[Cover image](https://unsplash.com/photos/TaXPogWdzR0) by [amseaman](https://unsplash.com/@amseaman) on Unsplash\n{: .note}\n","culture",[23,24,25,26,27],"collaboration","inside GitLab","remote work","startups","workflow",{"slug":29,"featured":6,"template":30},"remote-enables-innovation","BlogPost","content:en-us:blog:remote-enables-innovation.yml","yaml","Remote Enables Innovation","content","en-us/blog/remote-enables-innovation.yml","en-us/blog/remote-enables-innovation","yml",{"_path":39,"_dir":40,"_draft":6,"_partial":6,"_locale":7,"data":41,"_id":451,"_type":32,"title":452,"_source":34,"_file":453,"_stem":454,"_extension":37},"/shared/en-us/main-navigation","en-us",{"logo":42,"freeTrial":47,"sales":52,"login":57,"items":62,"search":392,"minimal":423,"duo":442},{"config":43},{"href":44,"dataGaName":45,"dataGaLocation":46},"/","gitlab logo","header",{"text":48,"config":49},"Get free 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