The Remote Work Revolution: Egbert Schram Of The Culture Factor On Building Strong Cultures in a Digital World
An Interview With Chad Silverstein
Leaders must be active participants in company culture, engaging in virtual spaces, joining informal interactions, and ensuring mental well-being topics are part of discussions.
The remote work revolution has transformed how we think about work, but it has also raised important questions about maintaining culture and connection in a virtual world. To explore this important topic, we are interviewing Egbert Schram. Egbert is the Group CEO of The Culture Factor Group, a consultancy specializing in the intersection of organizational culture and business strategy. With a background in environmental psychology and stakeholder management, Schram has built a career examining how culture influences decision-making and organizational success. His leadership philosophy is rooted in the belief that work extends beyond task execution, shaping individuals’ sense of identity, belonging, and purpose.
Raised in Flevoland, a reclaimed province of the Netherlands, Schram grew up in a community without deep-rooted traditions or a strong local identity. This formative experience, coupled with his academic studies in forestry and environmental psychology, shaped his perspective on human behavior in structured environments. His early interest in leadership led him to consider a career in the Dutch Marine Corps, but he ultimately shifted his focus to the corporate world, applying principles of psychology and stakeholder management to organizational culture.
Throughout his career, Schram has positioned himself as a thought partner for businesses navigating cultural complexities. His work often involves translating abstract cultural dynamics into actionable strategies, a skill he describes as making complexity understandable. At The Culture Factor Group, he has helped organizations design workplace cultures that align with both their operational goals and the psychological needs of their employees. His approach emphasizes the need for leaders to be active participants in shaping company culture, particularly in remote and hybrid work settings.
Schram was an early adopter of remote and hybrid work structures, joining an organization that already operated with geographically dispersed teams. His experiences reinforced his belief that hybrid work is not a novel concept but rather a reality that many organizations have unknowingly been operating under for years. He argues that the challenge is not the shift to remote work itself, but rather the need for companies to be intentional about designing digital interactions that foster engagement, collaboration, and a shared sense of purpose.
One of his key observations is that virtual spaces can unintentionally amplify certain voices while marginalizing others. He recalls an experiment within his organization where an open virtual café was created to encourage informal discussions. However, the space became dominated by the most vocal participants, creating a misleading perception of influence. This experience highlighted the importance of structuring digital interactions to ensure inclusivity and clarity of purpose.
Schram shares his insights regularly on LinkedIn, where he engages in discussions on organizational culture, leadership, and the evolving nature of work.
Thank you so much for joining us in this interview series. Before we dive into our discussion, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?
Being raised on a semi-Island in the Netherlands (Flevoland), 5 meters below the sea, as part of the early settlers, I grew up in an environment which had no sense of self, no established rituals, no strong local identity. Initially setting out to become a career officer with the Dutch Marine corps, I ended up entering academia, focusing on Forestry, in particular the topic of environmental psychology. The Netherlands has very many people, and very little natural area where these people need to find a way to get along. This “stakeholder management” has been my red line throughout my career. In an organizational context, every organization has many different stakeholders, and a leader’s job is to manage these, while running their organization.
Can you share the most interesting story that happened to you since you began working with remote or hybrid teams?
Reflecting on this from my personal experience, and not with a customer, the most interesting part was that our organization was already hybrid when I started there, with teams spread across Finland, and at that time, development teams in Russia and Bangladesh. So, you could say it was in its DNA. Add a sales element to it and with salespeople constantly being on the road in the consulting industry, so double DNA you could call it.
The interesting bit is that many organizations are already hybrid or remote, whether that be in the same location, but in different buildings, or different towns. They simply do not realize it.
That being said — the most interesting experience was related to how giving people a platform without conditions (e.g. virtual café), can lead to wrong perceptions on what are opinions, whose opinions they are and how hierarchically important those opinions were. In our case we gave associates a space to connect, but it ended up being the most vocal people (typically not the most successful ones) claiming the space, giving the wrong impressions that loudness equaled decision-making power. Newcomers shared they considered the platform a bit of a “peacock theater”. It ended up with us having to shut it down, reclaim ownership from a central point of view and doing a better job in positioning the platform — providing clarity on the purpose (exchange views rather than pressing views).
You are a successful leader in the remote work space. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?
- Awareness that hybrid / remote is not new. It’s always been there, we just “tag” it differently today. See the example given above.
- Awareness that in the virtual / remote space, interaction needs to be designed, similar to workspace design in the physical world (e.g. different teams being collocated, or having a cafeteria where people meet up to exchange unscripted things). Because there is more outside interference in the remote/hybrid space, the purposeful design of a collaboration culture, including ritualization and symbols (e.g. team logo, picture of your team on your screensaver) is even more important to keep people focused.
- Your own visibility. My lesson from the peacock theatre note, was a self-reflection on to which extend I was giving peacock’s too much space, and needed to up my game, both in personal visibility as a virtual leader, but also in being much more mindful with regards to the design of our virtual interactions and feelings of belonging.
Let’s now dive into the focus of our interview. When the shift to remote work became widespread, what was the biggest challenge you faced in maintaining a strong workplace culture? How did you address it?
In our organization it actually has not been a challenge, given that we were mostly virtual/hybrid to start off with. The bigger challenge was to onboard people from whom it was new, especially our associates, who often work on their own, come from big corporate backgrounds, and now find themselves where they can’t just have their team take care of their work, but have to do the nitty-gritty stuff themselves, while feeling somewhat isolated. The way we have addressed this is by providing monthly check-ins, virtual learning café’s, and ensure enough projects where people can work together with colleagues from other countries in joint client deliveries. Using dedicated slack channels, including off-topic “banter” channels and “Culture Clubs” has also been an effective way to enable people for whom work is more than just a task, to feel connected and appreciated.
What are some of the unique challenges that remote or hybrid teams face when it comes to creating a sense of connection and belonging?
In my opinion it is the lack of conscious virtual workspace design. There are no symbols (remembers the faces on the screensaver), there are no rituals (remember the virtual learning café’s) and there is no explicit reward for people who proactively ensure people feel included by reaching out to them, sending them little gifts or cards (heroes). Most organizations, and in particular this is related to Western organizations, see work as a “task execution” space — and are not mindful enough that all people, and in particular the 70% of the world’s population who is relationship oriented (collectivistic) that work is a place to foster a meaningful emotional connection. Work is more than work for them. It is life.
What tools or technologies have you found most effective in fostering communication, collaboration, and team alignment in a remote setting?
In our context we use zoom, google and slack in particular. And use Miro and Mural for collaborative work. These allow an easy way for people to participate in discussions either in person or anonymous (miro/mural), engage in backchannel discussions, have clarity on which channels are meant for which purpose (e.g. client channel, banter channel, birthday channel, hobby channel, etc.).
What role does leadership play in building and sustaining a strong company culture in a remote or hybrid work environment?
Everything. Leaders lead the way. If they are not visible, or do not pay attention to certain topics (e.g. mental wellbeing), it sends a strong signal that those are not the things which are important (hence get rewarded). The absence of visible leadership means there is no leadership, and people will start making independent decisions which have no unity in their direction, hence chaos and frustration will be the result if leadership is absent.
What advice would you give to leaders who are struggling to maintain employee engagement and motivation in a fully remote workforce?
Firstly, to map out the rational and emotional elements of their workplace culture. Sometimes people work in a way which makes rational sense yet is simply emotionally not sustainable. As all human beings crave a sense of purpose, appreciation and belonging (culture simply highlights slightly different priorities among them and creates a difference in the “how” these needs are expressed), my first tip would be to assess what type of cultural drivers are prevalent, before making any other recommendation.
In many cases, leaders have a cultural bias to be more motivated by work and task completion that average employees, based on our data. This means taking a step back is a good first step. And then ask yourself three questions. “What” am I doing or not doing — “Why” am I doing it or not doing it and “How” will then come across on the people I lead.
Ok, let’s explore actionable insights. Based on your experience, can you share “5 Strategies to Build a Strong Workplace Culture in a Remote Work Environment”? If you can, please include examples or stories for each.
- Recognize That Hybrid Work Isn’t New — Leverage What Already Exists
Many organizations already operate in a hybrid or remote way without realizing it. Instead of treating it as a new challenge, leaders should identify existing remote work practices and refine them. Conducting an internal audit can help pinpoint areas where remote work is already successful, allowing companies to build on those strengths rather than forcing unnecessary changes. - Create Intentional Virtual Spaces for Connection
Remote work lacks the spontaneous interactions of a physical office, so companies need to design structured but informal spaces for social engagement. Virtual cafés, off-topic Slack channels, and team rituals help recreate a sense of belonging. Visual elements like team photos and shared screensavers can reinforce identity. Without this intentional design, virtual spaces can become dominated by certain voices, leading to an imbalance in participation. - Ensure Leaders Are Visible and Engaged
In a remote setting, leadership presence is critical. If employees don’t see leaders actively participating, they may assume disengagement, which can weaken company culture. Leaders should regularly engage in virtual spaces, participate in informal interactions, and make well-being topics part of workplace discussions. This fosters trust and ensures that leadership remains a guiding force rather than a distant figure. - Balance Rational and Emotional Needs
Work isn’t just about tasks — it’s also about relationships, purpose, and belonging. Many organizations focus on execution but neglect the emotional needs of employees, which is crucial for long-term engagement. Leaders should create opportunities for emotional connection, such as regular check-ins, virtual learning sessions, and collaborative projects that bring teams together across locations. - Define Clear Communication Boundaries
Remote work can blur the lines of hierarchy and decision-making if communication platforms are not well-structured. Companies should clearly define the purpose of each channel — for example, dedicated Slack channels for client projects, casual spaces for social interactions, and specific tools for brainstorming and innovation. Without this clarity, misinterpretations can lead to friction rather than collaboration.
How do you strike the balance between flexibility (one of the main benefits of remote work) and ensuring accountability and productivity?
In consensus-oriented cultures like the Netherlands and Nordics, where most of my pay listed employees are located, the concept of ‘accountability’ often implies a lack of trust, as people are generally expected to be intrinsically motivated.
Instead, we focus on fostering a culture of pride in work and collective ownership. When people take pride in what they do — and receive confirmation from their peers that they’re doing well — they naturally ‘own’ their performance. In this model, leadership is less about oversight and more about creating an environment where people feel motivated to contribute meaningfully.
If leaders spend too much time checking work, it signals distrust and diminishes intrinsic motivation. The real challenge is not enforcing accountability but creating a workplace where people want to be accountable to themselves and their team.
What trends or innovations in remote work are you most excited about, and how do you see them shaping the future of workplace culture?
I don’t believe in ‘trends’ — they come and go. Instead, I focus on what doesn’t change: human nature. Work has always provided more than just a paycheck — it gives us structure, purpose, and a sense of belonging. Despite all technological advances, people still work 40+ hours a week in most countries. Has that made us more productive, or simply kept us busy?
So, to answer the question: the future of work is not about technology, but about meaning. People want to spend their time doing meaningful work, for fair compensation, with people they enjoy working with. Whether that work happens remotely or in an office doesn’t change this equation — it only underscores the need to intentionally design digital interactions that foster connection, collaboration, and purpose.
In your opinion, how does building a strong culture in a remote work environment impact not just employees, but also customers, clients, and the company’s overall performance?
A strong workplace culture isn’t just about making employees feel good — it directly shapes how a company operates, delivers value, and builds lasting relationships. In a remote environment, culture is even more critical because there are no physical office cues to reinforce it.
Whether remote or not, strong cultures turn work from ‘a set of tasks’ into something people take ownership of. When employees feel connected, they are naturally more accountable. When they are more accountable, customers receive better service. And when customers receive better service, the company thrives. Culture isn’t a ‘nice-to-have’ — it’s the foundation of long-term business success.
You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people through better remote work cultures, what would that be? You never know what your idea can trigger. 🙂
I’d start a movement for conscious, consistent workplace design — not just in physical space, but in mental space. We spend 80,000 hours of our lives working (40–45 years). It is simply nonsensical for work to feel disconnected, meaningless, or disjointed — yet too often, it does, for too many people.
This change starts with awareness — identifying where disconnects exist — and leads to a deliberate rethinking of how work is structured, experienced, and valued. At my company, we apply mental frameworks to help organizations move beyond reactive work cultures and build purpose-driven environments where work makes sense — both for the individual and the organization. Because work isn’t just a place where tasks get done. It’s where we spend much of our lives. It should give us meaning, not just demand it from us.
How can our readers further follow you online?
I am quite active on Linkedin: https://www.linkedin.com/in/egbertschram/
This was great. Thank you so much for the time you spent sharing with us.
About the Interviewer: Chad Silverstein is a seasoned entrepreneur with 25+ years of experience as a Founder and CEO. While attending Ohio State University, he launched his first company, Choice Recovery, Inc., a nationally recognized healthcare collection agency — twice ranked the #1 workplace in Ohio. In 2013, he founded [re]start, helping thousands of people find meaningful career opportunities. After selling both companies, Chad shifted his focus to his true passion — leadership. Today, he coaches founders and CEOs at Built to Lead, advises Authority Magazine’s Thought Leader Incubator.
The Remote Work Revolution: Egbert Schram Of The Culture Factor On Building Strong Cultures in a… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.