Beginning May 1, employees living within a 30-mile radius of our S.F. office will return to the office 3 days a week.
We believe culture has more to do with what we value, who we hire, and the excellence of our work than simply being in the same office.
We also believe working alongside colleagues in the same location has its advantages.
To validate this belief, we’re running an experiment.
Beginning May 1, employees living within a 30-mile radius of our San Francisco office will return to the office 3 days a week: Monday, Wednesday, and Thursday.
Many companies are looking to define their future of work. Here are a few reasons why we believe this approach suits us best.
We must walk the walk. Using our own technology to understand and improve our office helps us build better products for our customers.
Trust is built and sustained most efficiently in-person. This doesn’t mean trust can’t be built and sustained remotely. However, being in-person is a better environment for productive conflict, finding common ground, and sharing enthusiasm.
There’s been proof of its value already. We’ve seen a measurable shift in how fast some teams operate since working in-person three days a week over the last couple of months. The right balance of in-person and distributed work has helped to avoid misalignment and keeps everyone working toward the same goals.
This experiment will run for six months to see if working in-person contributes to a better company. We’ll measure whether the initiative itself is working and if it’s having the right impact on our business. Here’s how:
As we progress, we will elicit feedback (via a Typeform survey) from everyone – in-person and remote.
This experiment will change how in-person and remote Denizens work with one another. Change management is a critical part of its success.
Yes. This is an experiment for a reason. We don’t want to mandate a return-to-office just for the sake of it. If, for example, a return-to-office has negative effects across the company, we’ll adjust accordingly.
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