远程优先工作不是临时补丁，而是未来

在 COVID-19 引发全球远程工作革命五年后，钟摆似乎又开始摆回来了。一些曾经接受远程工作的公司

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 大流行引发了全球远程工作革命，但一些公司现在要求员工返回办公室。虽然这对某些组织来说是有意义的，但其他组织（例如币安）正在加倍努力进行远程优先工作。

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.

币安成立于 2017 年，是一家全球性、远程优先的组织，该模式是为满足不夜城行业的需求而量身定制的模式。在无国界的加密世界中，市场 24/7 运转，我们的用户遍布全球各个角落，远程优先模式不仅合理，而且至关重要。

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.

我们相信，随着时间的推移，远程优先工作将不再是一种利基策略。随着行业的发展和人才动态的变化，这种模式将占据主导地位。现在迫使员工返回办公室的公司最终将发现自己再次适应这一新现实。

Building a Remote-First Organization

建立远程优先的组织

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.

加密货币本质上是全球性和去中心化的。加密货币和 Web3 行业全天候运营，没有单一的地理或时间中心。币安的远程优先模式完全符合这些需求，使我们能够为 100 多个国家的用户提供服务，而无需维护庞大的实体办公室的开销。我们来自近 100 个国家/地区的 5,000 多名员工首先都是远程办公。

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.

斯坦福大学的一项研究显示，远程工作可将生产力提高 13%，同时降低人员流动率，通过采用远程优先模式，降低办公成本并提高效率，组织每年平均为每位员工节省 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.

这种方法最大限度地提高了效率，使我们能够精益、敏捷地运营，同时赋予我们的团队交付卓越成果的自主权。

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.

我们还在获得监管批准的司法管辖区提供混合工作，并在迪拜和巴黎等地设有实体办事处，使我们能够拥有协作和监管参与中心，而不会影响分散劳动力的好处。而且，平衡全球运营与当地细微差别，确保我们无缝遵守司法管辖区要求并在需要时保持实体存在。

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.

在远程优先的设置中，效率不会自动提高。它需要深思熟虑的系统、强大的文化和正确的工具。在币安，我们非常重视聘用合适的人才：在快节奏、去中心化的环境中茁壮成长的自我驱动型人才。我们为他们提供成功的工具和资源，无论是尖端的协作平台还是灵活的预算来实现他们的目标。

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.

在分散的员工队伍中保持有凝聚力的文化也许是最大的挑战，但这也是币安的擅长之处。我们培育一种以用户为中心、相互尊重、直接沟通和共同致力于创新的共享文化。无论员工身在何处，我们的原则都将他们团结在一起：不歧视、以用户为中心、不断突破界限。技术在这里发挥着关键作用，使我们能够跨时区保持无缝沟通和协作。

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.

当然，挑战依然存在。时区差异会使同步协作变得复杂，并且在完全远程的环境中培养归属感需要刻意的努力。为了解决这些问题，我们微调异步工作流程，投资强大的团队建设计划，并尽可能为员工创造虚拟和面对面联系的机会。

Not for Everyone, But the Right Fit for Many

不适合所有人，但适合大多数人

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.

虽然远程优先是币安成功的核心，但它并不是一个万能的解决方案。它最适合重视敏捷性、创造力和全球影响力的行业和组织。对于办公室流程根深蒂固的传统行业，或者其文化是通过数十年的物理协作塑造的公司来说，全面转向远程工作可能并不可行——至少目前还不行。

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.

即使在科技行业内，也存在显着差异。随着时间的推移，像亚马逊这样曾经代表创新的公司已经陷入了更加严格的结构，要求员工每周在办公室工作三天，到 2025 年将这一数字增加到五天，同时监控他们的办公时间，优先考虑控制而不是灵活性。对于这些组织来说，恢复到基于办公室的模式似乎是合乎逻辑的。但我认为这种方法忽视了塑造未来工作的更广泛趋势。

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.

远程优先工作需要某种类型的人才：富有创造力的思想家、自我激励的个人以及依靠自主性而茁壮成长的人。它还要求组织拥抱信任和问责文化。并非每家公司或每名员工都为这种程度的独立做好了准备，但回报是巨大的：获得全球人才库、无与伦比的灵活性以及以创新速度前进的能力。

Why Remote is the Future

为什么远程是未来

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.

世界正变得越来越数字化，服务和产品针对分散的地理区域和多样化的人口统计数据量身定制。这种转变反映在人们生活、工作和感知自由的方式上。每周五天通勤到中央办公室的传统模式已不再适应这一新现实。

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

劳动力也变得更加全球化。最优秀的人才可以来自任何地方，希望吸引和留住这些人才的公司必须