<aside> ⭐ Basecamp

Basecamp pioneered an all-remote company process and documented how to do it.

As an employer, restricting your hiring to a small geographic region means you’re not getting the best people you can. As an employee, restricting your job search to companies within a reasonable commute means you’re not working for the best company you can.

📕 Read: REMOTE

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<aside> ⭐ Forge Your Own Way: Basecamp

The company has developed and published its own process that eschews the importing of formal structures from elsewhere. The company's founder Jason Fried explains that they're:

Not into waterfall or agile or scrum. [... They] don’t do daily stand ups, design sprints, development sprints, or anything remotely tied to a metaphor that includes being tired and worn out at the end. No backlogs, no Kanban, no velocity tracking, none of that.

The Basecamp process includes:

→ Working in six-week cycles (i.e. rather than one- or two-weekly sprints). → "Shaping" work packages to prepare them for the team, and basing resource estimates on the company's "appetite" for how much they think it's worth. → They "give full responsibility to a small integrated team of designers and programmers". → And they emphasise the process of targeting one specific risk in the product development process: "the risk of not shipping on time".

📕 Read: Shape Up // Stop Running in Circles and Ship Work that Matters

</aside>

<aside> ⭐ Basecamp pioneered an all-remote company process and documented how to do it.

As an employer, restricting your hiring to a small geographic region means you’re not getting the best people you can. As an employee, restricting your job search to companies within a reasonable commute means you’re not working for the best company you can.

📕 Read: REMOTE

</aside>