Is physical proximity the key ingredient to innovation? Amazon’s CEO, Andy Jassy, thinks so. He recently stated that bringing employees back to the office is essential for maintaining their culture of innovation (link). We see things differently. For us, the key to innovation isn’t about being in the same physical space – it’s about building trust and strong relationships. We concede these relationships are best fostered in person, but we don’t believe it’s required to work out of an office the majority of the time to accomplish that goal.
A Remote-First Approach that Leads to Innovation
We’re a remote-first company, and we plan to stay that way. Remote work allows us to hire talented people from different places, which has helped us grow in ways we couldn’t with just local hires. But that doesn’t mean we ignore the value of face-to-face interaction. In our experience, strong relationships—whether in person or remote—are what truly make the work great.
We like to travel for annual retreats that are optimized for building strong relationships. Additionally, when our clients work out of an office, we like to travel to them once or twice a year. Last year, we gathered in Chicago, worked out of a nearby client’s office, enjoyed local food, talked strategy, had some fun, and got to know each other better. These moments strengthen the trust that keeps our team working well together all year.
Innovation is Driven by Relationships
Instead of focusing on where we work, we focus on how we connect. Our most innovative ideas haven’t come from being in the same room, but from the trust and open communication we’ve built over time. That’s what sparks great ideas and breakthroughs.
Not long ago, we built a new assessment for our clients to pinpoint areas where their developers struggle. During the drafting process, there was a lot of debate. It was all done respectfully and it wound up refining our assessment in a really positive way. This healthy conflict wouldn’t have been possible if we hadn’t taken the time to build really strong personal relationships with each other.
These moments happen because we’ve built a high-trust environment. People don’t get upset at what others say; they get upset at why they think it’s being said. If the default “why” behind critical feedback is “because they care about me and the work we’re doing,” then that feedback isn’t likely to ruffle any feathers. Furthermore, people are likelier to speak their minds when they don’t expect any blowback from being candid.
What Works Best for Us
In the end, our remote-first setup with occasional in-person meetings works well for our team. It allows us to work with talented people from different locations while still keeping the connections that matter strong. Remote work gives us the flexibility to do our best work, and by meeting in person occasionally, we maintain the bonds that help us work well together.
That said, we recognize that what works for us might not work for everyone. Amazon’s decision to bring employees back to the office reflects what they think is best for their team. For us, staying mostly remote with some in-person time has been the right balance. No matter the approach, strong relationships are what really drive innovation. It’s those connections – whether remote or in-person – that impact the quality of work.