In September 2020, it launched think tank Future Forum, aimed at providing insights to companies trying to master the new digital-first workplace. Slack itself embraces asynchronous, location-flexible work, bolstered by its own data and research. Slack’s business hinges on enabling teams to work productively from across the globe, and for Butterfield, grasping the limits and possibilities of that is paramount. That’s all coming from the CEO of a company whose entire purpose is making a distributed workforce more feasible.
“But I think in both cases, it really is an opportunity to reimagine, and that’s what people really want.” He said he appreciates the frustrations and challenges among managers and employees alike. That structure, he went on, is much harder to pin down. “But they don’t like to be told what to do, so I think the secret is to not make them feel like their autonomy is being denied or that their ideas aren’t important, while still giving some structure.” “People do want structure, and people like boundaries,” Butterfield told Fortune editor-in-chief Alyson Shontell during a panel this week on Connect, Fortune’s education community. The trick, says Slack cofounder and CEO Stewart Buttefield, is to make workers feel like it’s their own decision.
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