Remote Work in IT: How to Keep Organizational Culture Alive

Introduction

As a direct impact of the COVID-19 pandemic, remote work became part of the reality across all sectors. The impossibility of commuting to the workplace forced organizations to adapt and create systems that allowed all their employees to work as effectively as possible in a fully remote model.

Although the restrictions have been lifted, some habits have remained, amongst them, the normalization of home-office work. While some sectors opted for a gradual return to the traditional in-person regime, the IT field has remained in that model to this day. In 2025, only a small minority of these professionals work in person. But how can a company maintain its organizational culture, the ideal work environment, and create genuine connections amongst workers in this model?

• Defining organizational culture
• Spontaneous and transparent relationships
• Reinforcement of meaningful rituals
• Remote leadership
• The role of human resources
• Final thoughts

Defining organizational culture

A company’s organizational culture goes far beyond the physical space or events held throughout the year. It is manifested in the behaviors and interactions of employees, in the bonds that are built, in how communication happens, and in the shared values, both between leaders and their teams, and amongst peers.

Thus, the foundation of organizational culture lies in relationships and sharing amongst members of the company. Therefore, to maintain this spirit even at a distance, it is essential to continuously nurture communication and organizational closeness.

Spontaneous and transparent relationships

In an in-person environment, interactions amongst colleagues arise naturally, whether over coffee, lunch, or during moments of collaborative work. In a remote context, however, that spontaneity is lost, and communication becomes more intentional and often exclusively task focused.

That is why it is essential to create informal communication channels that encourage human contact, even at a distance. It is important to have spaces where lighter conversations can take place, not solely centered on work.

Moreover, transparency remains a fundamental pillar. Keeping employees informed about the company’s current situation and future plans fosters a sense of belonging, reinforces trust, and brings people closer to their organization.

Reinforcement of meaningful rituals

Rituals are understood as practices with meaning within the company, such as celebrating birthdays, recognizing professional achievements, or holding regular team alignment meetings. These are the moments that create a more positive and cohesive work experience.

Even in remote environments, these rituals should not be undervalued. The solution is to adapt them while preserving their symbolic value. Creating a virtual onboarding process, relaxed communication channels, or online events are all ways to preserve and strengthen the organization’s culture.

Remote leadership

Leadership is one of the main ways to transmit and sustain a company’s culture, both strategically and operationally. It is crucial that managers are prepared for the challenges of distance, leading their teams with clarity, empathy, closeness, and respect.

The way leaders position themselves, communicate, and make decisions directly influences the work environment and the team’s level of motivation. Conscious leadership has the power to keep culture alive, even without physical presence.

The role of human resources

Human Resources play a strategic role that goes far beyond administrative functions. Their mission is to align people with the company’s goals, thus promoting not only organizational growth but also each employee’s personal and professional development.

In a remote context, HR has become even more important as a guardian of organizational culture. Through active listening, ongoing feedback collection, identifying needs, and promoting actions aimed at well-being, inclusion, and talent retention, HR contributes to a more human experience aligned with the company’s values.

*According to data accessed by TEK, 50% of IT professionals in Portugal work remotely, 44% follow a hybrid model and only 6% work fully on-site. However, full remote work is more common among freelancers than among contracted employees.

FINAL THOUGHTS

In a sector like IT, where remote work has become the preferred model, it’s essential to double down on attention to organizational culture. This culture is not lost due to a lack of physical presence, but rather through a lack of intention, communication, and care.

Investing in empathetic and motivating leadership, transparent dialogue channels, and rituals that bring people together is crucial to ensure that the company’s culture remains alive and cohesive, even from a distance.

After all, organizational culture is not built within walls, but in the relationships we cultivate, every day.