遠端優先工作不是臨時補丁，而是未來

在 COVID-19 引發全球遠距工作革命五年後，鐘擺似乎又開始擺回來了。一些曾經接受遠距工作的公司

The COVID-19 pandemic sparked a global remote-work revolution, but some companies are now asking employees to return to the office. While this makes sense for some organizations, others, like Binance, are doubling down on remote-first work.

COVID-19 大流行引發了全球遠距工作革命，但一些公司現在要求員工返回辦公室。雖然這對某些組織來說是有意義的，但其他組織（例如幣安）正在加倍努力進行遠端優先工作。

Binance was established in 2017 as a global, remote-first organization, a model tailored to the demands of an industry that never sleeps. Operating in the borderless world of crypto, where markets function 24/7 and our users span every corner of the globe, a remote-first model is not just reasonable – it’s essential.

幣安成立於 2017 年，是一家全球性、遠端優先的組織，該模式是根據不夜城產業的需求量身定制的。在無國界的加密世界中，市場 24/7 運轉，我們的用戶遍布全球各個角落，遠端優先模式不僅合理，而且至關重要。

We believe that, over time, remote-first work will not remain a niche strategy. As industries evolve and talent dynamics shift, this model will become dominant. Companies that are now forcing employees back into offices will eventually find themselves adapting to this new reality – once again.

我們相信，隨著時間的推移，遠端優先工作將不再是一種利基策略。隨著產業的發展和人才動態的變化，這種模式將佔據主導地位。現在迫使員工返回辦公室的公司最終將發現自己再次適應這個新現實。

Building a Remote-First Organization

建立遠端優先的組織

Cryptocurrency is inherently global and decentralized. The crypto and Web3 industry operates around the clock, with no single geographic or temporal center. Binance’s remote-first model aligns perfectly with these demands, enabling us to serve users in over 100 countries without the overhead of maintaining sprawling physical offices. Our entire workforce of more than 5,000 employees working from nearly 100 countries are remote first.

加密貨幣本質上是全球性和去中心化的。加密貨幣和 Web3 行業全天候運營，沒有單一的地理或時間中心。幣安的遠端優先模式完全符合這些需求，使我們能夠為 100 多個國家的用戶提供服務，而無需維護龐大的實體辦公室的開銷。我們來自近 100 個國家的 5,000 多名員工首先都是遠距辦公。

A study by Stanford University revealed that remote work increases productivity by 13 percent while reducing turnover rates and organizations save an average of $11,000 annually per employee by adopting remote-first models with reduced office costs and increased efficiency.

史丹佛大學的一項研究顯示，遠距工作可將生產力提高 13%，同時降低人員流動率，透過採用遠端優先模式，降低辦公室成本並提高效率，組織每年平均為每位員工節省 11,000 美元。

This approach maximizes efficiency, allowing us to operate lean and agile while empowering our teams with the autonomy to deliver exceptional results.

這種方法最大限度地提高了效率，使我們能夠精實、敏捷地運營，同時賦予我們的團隊交付卓越成果的自主權。

We also provide hybrid work in jurisdictions where we hold regulatory approvals and have a physical presence in places like Dubai and Paris, allowing us to have hubs for collaboration and regulatory engagement without compromising on the benefits of a distributed workforce. And, balancing global operations with local nuances that ensure us to adhere to jurisdictional requirements seamlessly and maintaining a physical presence where required.

我們也在獲得監管批准的司法管轄區提供混合工作，並在杜拜和巴黎等地設有實體辦事處，使我們能夠擁有協作和監管參與中心，而不會影響分散勞動力的好處。而且，平衡全球營運與當地細微差別，確保我們無縫遵守司法管轄區要求並在需要時保持實體存在。

Efficiency does not come automatically in a remote-first setup. It requires deliberate systems, strong culture, and the right tools. At Binance, we place immense emphasis on hiring the right people: self-driven individuals who thrive in a fast-paced, decentralized environment. We provide them with the tools and resources to succeed, whether it’s cutting-edge collaboration platforms or flexible budgets to execute their goals.

在遠端優先的設定中，效率不會自動提高。它需要深思熟慮的系統、強大的文化和正確的工具。在幣安，我們非常重視聘用合適的人才：在快節奏、去中心化的環境中茁壯成長的自我驅動人才。我們為他們提供成功的工具和資源，無論是尖端的協作平台還是靈活的預算來實現他們的目標。

Maintaining a cohesive culture across a distributed workforce is perhaps the biggest challenge, but it is also where Binance excels. We foster a shared culture built on user focus, mutual respect, direct communication, and a shared commitment to innovation. Regardless of where an employee is based, they are united by our principles: no discrimination, strong user-centricity, and a relentless drive to push boundaries. Technology plays a key role here, allowing us to maintain seamless communication and collaboration across time zones.

在分散的員工隊伍中保持有凝聚力的文化也許是最大的挑戰，但這也是幣安的擅長之處。我們培育一種以使用者為中心、相互尊重、直接溝通和共同致力於創新的共享文化。無論員工身在何處，我們的原則都將他們團結在一起：不歧視、以使用者為中心、不斷突破界限。科技在這裡發揮著關鍵作用，使我們能夠跨時區保持無縫溝通和協作。

Of course, challenges remain. Time-zone differences can complicate synchronous collaboration, and fostering a sense of belonging in a fully remote environment requires intentional effort. To address these, we fine-tune asynchronous workflows, invest in robust team-building initiatives, and create opportunities for employees to connect virtually and in-person where possible.

當然，挑戰依然存在。時區差異會使同步協作變得複雜，並且在完全遠端的環境中培養歸屬感需要刻意的努力。為了解決這些問題，我們微調非同步工作流程，投資強大的團隊建立計劃，並盡可能為員工創造虛擬和麵對面聯繫的機會。

Not for Everyone, But the Right Fit for Many

不適合所有人，但適合大多數人

While remote-first is central to Binance’s success, it is not a one-size-fits-all solution. It works best for industries and organizations that value agility, creativity and global reach. For traditional industries with deeply entrenched in-office processes, or for companies whose cultures were shaped by decades of physical collaboration, a full pivot to remote work may not be feasible – at least, not yet.

雖然遠端優先是幣安成功的核心，但它並不是一個萬能的解決方案。它最適合重視敏捷性、創造力和全球影響力的產業和組織。對於辦公室流程根深蒂固的傳統產業，或者其文化是透過數十年的實體協作塑造的公司來說，全面轉向遠距工作可能並不可行——至少目前還不行。

Even within the tech sector, there are notable differences. Companies like Amazon that once epitomized innovation have settled into more rigid structures over time, requiring employees to work in the office three days a week and increasing that to five by 2025 while monitoring their in office days, prioritizing control over flexibility. For these organizations, reverting to an office-based model may seem logical. But I believe this approach overlooks the broader trends shaping the future of work.

即使在科技業內，也存在顯著差異。隨著時間的推移，像亞馬遜這樣曾經代表創新的公司已經陷入了更嚴格的結構，要求員工每週在辦公室工作三天，到2025 年將這一數字增加到五天，同時監控他們的辦公時間，優先考慮控製而不是靈活性。對於這些組織來說，恢復到基於辦公室的模式似乎是合乎邏輯的。但我認為這種方法忽略了塑造未來工作的更廣泛趨勢。

Remote-first work demands a certain type of talent: creative thinkers, self-motivated individuals, and those who thrive on autonomy. It also requires organizations to embrace a culture of trust and accountability. Not every company, or every employee, is prepared for this level of independence but the rewards are immense: access to a global talent pool, unparalleled flexibility, and the ability to move at the speed of innovation.

遠距優先工作需要某種類型的人才：富有創造力的思想家、自我激勵的個人以及依靠自主性而茁壯成長的人。它還要求組織擁抱信任和問責文化。並非每家公司或每名員工都為這種程度的獨立做好了準備，但回報是巨大的：獲得全球人才庫、無與倫比的靈活性以及以創新速度前進的能力。

Why Remote is the Future

為什麼遠距是未來

The world is becoming increasingly digital, with services and products tailored to distributed geographies and diverse demographics. This shift is mirrored in how people live, work, and perceive freedom. The traditional model of commuting to a central office five days a week is becoming a poor fit for this new reality.

世界正變得越來越數位化，服務和產品針對分散的地理區域和多樣化的人口統計數據量身定制。這種轉變反映在人們生活、工作和感知自由的方式。每週五天通勤到中央辦公室的傳統模式已不再適應這個新現實。

Workforces are also becoming more global. The best talent can come from anywhere, and companies that wish to attract and retain this talent must

勞動力也變得更加全球化。最優秀的人才可以來自任何地方，希望吸引和留住這些人才的公司必須