Because of the pandemic, we are now engaged in the largest behavioral experiment in the history of work. The questions we had previously been asking about the future of work in an era of advanced technology are no longer just about the future — they’re about now. And among the most pressing questions is: How can we build and sustain a robust culture in our organization if we rarely see each other in person? Can we maintain a shared and strongly felt set of norms, values, and beliefs? Can we really Zoom ourselves to the same level of closeness, collaboration, and mentorship without physical co-location?
3 Tenets of a Strong Remote Culture
Leading consulting firms like McKinsey have done it for years. Here’s what they’ve learned.
December 22, 2020
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Summary.
Building and sustaining a strong culture in a virtual working environment is hard, but leading consulting firms have been doing it for years. Most consultants actually spend very little time at the office. The author, a former senior partner at McKinsey, identifies three keys to their success. First, they build strong learning and social cultures: At McKinsey, offices hold “Super Fridays” once a month where most employees are physically present, and yearly “Values Days” to renew commitment to firm culture. Second, they focus on building strong team microcultures: McKinsey has roughly 5,500 teams distributed across the world on a given day. At the start of each project, teams draft charters that specify how they will schedule and conduct meetings, share the workload, make decisions, give each other feedback, blend virtual and in-person interactions, and respect individual styles and preferences. Lastly, they constantly refine their culture core to adapt to changing circumstances.