Having worked for several companies over the years, one thing continues to surprise me: how often the same small operational problems come back. Different company, different industry, different people, different IT landscape, but remarkably similar frustrations . These are rarely the big problems that make it onto a strategic roadmap . They are usually too small for that. None of these problems sounds particularly difficult to solve. And that is exactly why they often remain unsolved . Individually, they rarely justify a major software project or significant budget. Collectively, however, they consume a surprising amount of time. A very typical example is time tracking . Many companies need employees to register time, but requirements often differ between departments, projects and types of employees. Another is expense management , where employees still regularly struggle with paying something on behalf of the company and getting reimbursed afterwards. The same applies to subsc...
Companies have become increasingly international, distributed and remote . Sometimes this is the result of expansion or acquisitions, creating organizations with offices spread across countries and continents. Sometimes it is simply the consequence of changing employee expectations: people want to work from home, avoid long commutes and have more flexibility in where they live. And increasingly, companies deliberately recruit internationally to access scarce skills, broader talent pools, competitive labor markets, local customer presence and language expertise . The traditional assumption that the best team is one sitting together in the same building is rapidly disappearing. Technology has made much of this transition surprisingly natural. Tools such as Slack and Microsoft Teams have made remote communication part of everyday work, while platforms such as SharePoint, Confluence and Notion allow teams to collaborate on information and documents. JIRA, Asana and Trello hel...