![]() How many companies were forced into remote work by the pandemic, and realized it was actually great? How many of them used to categorically refuse remote work beyond maybe a couple days a week? And why was that? A wisdom that companies consistently refuse to apply. What works somewhere might obviously not work somewhere else.īut there is wisdom in those books, and on this approach to work and to life. The problem with Basecamp books is the following: it’s great advice, everyone knows it, everyone agrees on it, but no one actually wants to apply it.ĭon’t get me wrong, I’m not saying every company should copy-paste the Basecamp model. Their company culture? The best! No, we won't change ours. Basecamp’s advice on project management? It’s great! We won’t change how we do things though. Remote work? That’s amazing, and great, and the future. Most of the CEOs and CTOs I talked to actually read most Basecamp books.Įveryone I talked to, and I do mean everyone, agrees with the amazing content of those books, and on the necessity to follow such great advice. That’s when I realized something peculiar. “Shape-up”, “Remote work”, “Rework”, “It doesn’t have to be crazy at work”, “Getting real” - All great books filled with great advice. They wrote a series of equally famous entrepreneurship books, advocating for a shift in the industry towards a culture closer to their own. Of course, I would often quote the famous "Basecamp books".īasecamp is a famous project management startup. ![]() I discussed with CEOs and CTOs about their visions for business, project management, and company culture. All successful businesses, the crème de la crème of the FrenchTech, looking for experienced developers to consolidate their tech teams. Last year after finding myself between two jobs, I interviewed with a bunch of start-ups in Paris.
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