A couple of things (=THREAD) I learnt about managing teams while working remote with the @exantedata crew since early March (just my personal take, not @HarvardBiz stuff).

1) Not having a form of morning team meeting with key parts of your group is insane. I have operated without it for years (when we were in the same physical office). And in hindsight, it clearly hurt productivity.

2) The illusion of working closely together, when in the same room, can really bring about bad habits. Distance brings about helpful discipline in that regard.

3) When doing number crunching in a team, looking closely at the same data (tables/charts/heatmaps/stats) via screen-share is actually better than cramming together in front of one physical screen. @SlackHQ helps tremendously here. Try it.

4) It matters if folks on audio/video calls have good sound. A headset with a good microphone can be game-changing. Similarly, if you do a lot of remote phone calls (in the US), it can be extremely helpful to have multiple phones, from different providers.

5) Having at least two of the main providers @att, @verizon, @TMobile really allows you to do quality calls in the US with a much higher probability from different locations (as well as faster hot-spotting, if your wireless is down); I have less issues with this in EU/Asia fwiw

6) Since the day/week/month does not have the some compartmentalization as normal, everything is a blur. It can be helpful to specify fixed lunch breaks (and other breaks) during the day so the team knows when to get in touch with each other, and when not to.

7) when working remote, it is very important to keep team members updated on your progress (and lack of it) on key projects to keep momentum (as you cannot feel out whether progress is made or not from being in same room).

8) Updates have to be done electronically, or via calls. Informal updates, if thery are not crucial or very time senstivie, are probably best suited for a chat posting (such as on a slack chat for an appropriate subgroup).

9) when working remote, things can get very 'business focussed' (and too robotic). It makes sense to take time to have personal chats with key team members regularly, as there is not much human socializing of other kinds left in the day.

10) while I hate having too many meetings, and wasting time regular daily and weekly meetings, it does make sense to have regular check-ups for key sub-groups at least weekly, to allow a more informal/free-flowing human interaction, as opposed to targeted meetings only.

I will leave it at that. It is amazing what teams can do without an office, using new technologies. This is going to be a major wake-up call for major dense metropolitan areas with extremely high cost of real estate/rent (and devastating human 'suffering' linked to commuting).