Let me ask you a question: Do you feel that work-from-home culture is effective?
Many companies are still grappling with this question, and with a rapid shift to remote work during and post-COVID, companies face both challenges and unprecedented opportunities in creating effective, global work environments.
Statistics show the significance of this shift. At the height of the pandemic, 35% of the U.S. workforce worked remotely, and even as companies began to return to normal operations, roughly 24% remained remote by the end of 2020, according to data from the National Council on Compensation Insurance. In the post-pandemic period, nearly 40% of executives expected employees to work remotely at least two days a week, up from only 22% pre-COVID (NCCI, McKinsey)
This move toward hybrid and remote models highlights the growing acceptance and strategic value of flexible work.
From my experience, if you’re a large, well-established company with the luxury of not being cost-conscious, you might benefit from “back to the office” policies. Such policies allow you to make cuts indirectly by requiring in-office attendance, which also justifies existing real estate costs to shareholders and boards—even as many companies question the relevance of such spaces.
For many of these companies, the challenge is not only structural but cultural, driven by legacy management practices, outdated processes, and employees who have limited experience in managing remote teams. Saying that “remote work just can’t be done” can therefore be an expedient solution, allowing them to avoid necessary investments in change.
However, if your company is like the majority, you’ll likely need to embrace managing remote teams to gain access to diverse skill sets that contribute to resilience and cultural depth to stay competitive. With the current demand for flexibility, remote teams don’t have to be domestic; with emerging international markets, it’s now possible to design a truly global team that not only accomplishes tasks but drives growth.
How do I know this? I have scaled two successful, fully remote companies and co-founded Anequim, a company on the Inc. 5000 list three years in a row, managing over 1,200 remote employees for more than 400 companies across multiple countries. Anequim’s mission is to grow a global talent economy that future-proofs businesses.
Based on my experience, here are my top takeaways for managing remote global teams.
CLEAR EXPECTATIONS AND HIGH STANDARDS
The key to highly effective remote teams, both domestically and internationally, lies in clear expectations and high standards. Trust them, invest in them, and hold them accountable as you would with any in-person employee. Try regular performance reviews to help set expectations and foster transparent communication.
With remote work now a standard in emerging markets internationally, there’s a misconception that quality suffers when you go outside the U.S. In my experience, that’s simply not true. If you can’t find quality talent internationally, it’s a reflection of the recruitment process, not the talent pool.
BEST PRACTICES ARE EVEN MORE IMPACTFUL
Implementing effective meetings, accountability, key performance indicators, and quality control is always crucial—but for remote teams, it’s essential. In a physical office, poor management practices can sometimes go unnoticed, but remote work forces you to be structured, clear, and intentional. When best practices are lacking, growth inevitably stalls.
DON’T SKIMP ON ONBOARDING
Don’t skip the basics when onboarding: share your company’s history, values, and goals. Offer a clear path for leadership and advancement and provide growth opportunities through collaboration and skill-building projects. Investing in your remote team yields loyalty and commitment in return.
BUILD CULTURE REMOTELY
While building culture remotely can seem like a challenge, creating a thriving remote culture is possible. This can be achieved through on-camera meetings and by showing genuine interest in employees’ lives. Engage your remote team members in meaningful ways—understand their goals and value their contributions. Great culture doesn’t require a shared physical space; it requires mutual respect, inclusion, and open communication.
Remote work also minimizes in-office friction and HR issues, contributing to a smoother work environment. I would argue that remote cultures are often more productive and less prone to drama, with the added benefit of reducing unnecessary distractions (although our pets might be willing to fill that gap).
REMOTE TEAMS NEED PROFESSIONAL DEVELOPMENT
Growth opportunities for remote teams are straightforward: assign challenging projects, provide one-on-one mentoring, encourage knowledge-sharing, and promote from within. International team members are capable of developing deep expertise and leadership skills; the key is to provide them with the space and support to excel. Don’t forget soft skills like communication, confidence, and creativity. These skills are often overlooked in remote work but can strengthen global team dynamics. There’s no inherent ceiling to remote work success unless we place one there.
MAXIMIZING GLOBAL TALENT AS A STRATEGIC ADVANTAGE
Some still argue that remote, international teams can’t compete with in-house setups, but companies worldwide are proving them wrong daily. These agile companies leverage cost savings to invest in R&D, enhance employee development, and amplify their marketing efforts. But companies that strategically invest in remote setups don’t just gain cost savings; they access a dynamic, loyal, and diverse workforce that can serve different communities (such as Spanish speakers) and expand their operations in new forms of growth.
By rethinking where talent resides and building practices to support remote work, companies can access a global workforce, maximize efficiency, and retain a competitive edge in today’s rapidly evolving market.
Gwenn Aspen is the co-founder and CEO of Anequim. She is also the co-founder of the Wistar Group, a property management company that managed over 1,200 doors before being sold to Pure in 2021. With a background in the healthcare industry and a degree from the University of Michigan, Gwenn’s experience spans various sectors.
