Yes, so we have a lot of remote workers at Juul. We use Zoom a lot. But we also bring them in once a quarter, once every 6 months to the HQ and give them a sense of "Hey, this is what we're doing. Here's the team. Meet everybody in person." And they get more energy when they go back home and do their work from home. We fly to where they live to. Change it up for everyone a little.
We have scaled agile work Practices and equip staff with cloud services on their mobile devices. Webex is now the chief video conf tool.
The question isn't clear entirely, it could be a question relative to "tools" by which remotely working, remotely based employees are being supported by. It could also relate to the means of access by which remotely working employees are accessing company data/assets. And finally, it could relate also to more the human, leadership aspect of management of remotely based employees, subordinates, colleagues. Let me assume that it relates to the latter which is more the leadership, management of humans, isn't it? My recommendations and my take on that: 1. make sure that you've got the right talent, the right caliber of people in your organization. Means, driven, ambitious, motivated, disciplined, reliable / trustworthy, etc type of individuals who share the company vision, strategy, objectives, values, etc. 2. make sure that your people clearly understand and buy-in to the vision, the strategy, the roadmap etc and that it's very transparent to them "what's in it for me" 3. make sure that the people feel empowered, that they understand how you want to interact with them, how to manage them and what you expect from them 4. outline very transparently your desired means of communication and interaction with them 5. have a clear communication methodology yourself too (eg. weekly virtual meetings, quarterly face-to-face staff meetings,...) which is communicated to and agreed with your staff 6. have clearly defined and agreed upon goals and objectives which also reflect and respect that remote / virtual team relationship type of scenario 7. make sure that you "lead by example" and that you do indeed manage, lead and execute in line with what you communicate and what you expect from your staff in return 8. be prepared to also take tough decisions with staff who can't or don't want to play to the rules and where you might face trust issues 9. have tools, systems, dashboards etc in place which allow you to monitor and to measure your staff - in particular in early stages of such remote / virtual team environment 10. be prepared and in a position (budget, time) to travel and to see your people face to face on a defined and somewhat regular schedule as there's no perfect substitute for face to face interaction despite all the great tools out there 11. share and communicate among your staff how satisfied or dissatisfied that you might be with how it all works - be transparent so that people know " what they see is what they get"
Clear expectations, ROWE - Results oriented work environment. We use Zoom, Slack, Microsoft o365 and Atlasssian tools for global collaboration.
We use Hangouts, slack and Teams heavily. Working for a global company there really isn’t much different between remote and different country.