Working across borders asks a company to make decisions and responsibilities clear.
In a recording labelled November 2023, I described dua as a team of 70 people, with the management board in Switzerland and most of the team in Kosovo. I also mentioned a presence in several other countries. Those are historical details from the post, not a current staffing report.
The picture behind those details interests me: a company can belong to more than one place. The work is to make that connection practical for the people inside it.
Make working across borders practical
For a team working across locations, consider what a colleague needs to continue your work. What decision was made? Who owns the next step? Where can they find the reason for it? Write that down where the people involved can find it.
A message that feels obvious to the person who sent it may leave someone else guessing. Clear responsibilities and a shared place for decisions are useful starting points to examine, whatever tools a team uses.
Keep the people visible
A location on an organisation chart does not tell you what a colleague is dealing with. Make space to hear what is working, what is difficult and where a decision is waiting on someone else.
The team snapshot in this post belongs to one moment. Its broader question stays relevant: when your company stretches across borders, what helps the people doing the work feel part of the same effort?