Long considered a fad reserved for technological start-ups, the trend of “all remote” is now a real organizational model. Whether it involves containing costs, attracting talents across the country or simply betting on flexibility, creating your business without having an office and having physical premises has become an increasingly credible option. For business leaders and entrepreneurs, this structural choice offers a gain in freedom, provided that you master the tools, team management and the legal framework.
An evolution carried by French start-ups
Over the past decade, several young shoots have bet to evolve without imposed headquarters. The health insurer Alan, the incubator of SaaS Efounders projects or the neobanque shine are among the examples of structures that have largely adopted telework, demonstrating its feasibility and its virtues to stimulate innovation. On these models, the collective is built online, thanks to increased coordination and a unifying corporate culture.
In the wake of these pioneers, more and more business creators are launching without renting offices. The phenomenon has amplified with successive confinements, which have pushed many leaders to review their working methods. Today, teleworking is transformed into a recruitment argument: the possibility of working from home, a coworking space or even during a prolonged trip is perceived as a competitive advantage on a market of under tension.
Essential digital tools
To effectively manage a team dispersed in the four corners of France, even beyond, equipping itself with collaborative solutions is essential. Platforms like Slack or Microsoft Teams facilitate instant communication, while Trello or Asana allow you to control tasks and monitor projects. In a 100% remote context, the adoption of videoconferencing tools such as Zoom or Google Meet is also necessary to maintain the link and organize regular meetings.
Beyond collaboration, administrative management also goes through digital technology. Several French fintechs, like Qonto or Manager.one, offer dematerialized banking services adapted to very small businesses and SMEs. Similarly, the accounting can be entrusted to specialized platforms which automate invoices and monitoring of expenses. This full digitalization considerably reduces the need for physical storage and minimizes unnecessary round trips.
Build a distance corporate culture
Working without a fixed office involves rethinking team cohesion. Without informal exchanges in front of the coffee machine, it is essential to create virtual rituals and moments of online conviviality. Some French companies organize daily “cafes-visio” or virtual “team building” sessions. The afterworks are also invented in digital format: quiz, collaborative games and experience sharing in videoconference contribute to forging a feeling of belonging.
However, even when everything takes place in remote, it remains wise to program some physical meetings in the year. Punctual seminars or grouping days make it possible to strengthen human ties and celebrate collective successes. This mixed approach, combining the best of telework and face -to -face, offers a conducive framework for long -term collaboration.
Legal and administrative issues
Opt for a 100% Remote business does not provide formalities. Each company registered in France must have an official administrative address, even if no activity is really carried out. For this, several solutions exist: domiciliation via a specialized company, use of the person’s personal address or even recourse to a coworking space offering a mail reception service.
From a social point of view, the law now supervises telework: the employer must provide a written agreement (or appear specific clauses in the employment contract) and to ensure the right data protection. In addition, we are no exception to the declaration of employees, the payment of contributions and the obligations in terms of prevention of professional risks. Simplifying the premises therefore does not mean to dismiss administrative rigor: it is on the contrary a point to anticipate to stay in compliance.
Optimize its costs and competitiveness
The disappearance of the “office” position in monthly expenses can represent a substantial economy. This is particularly true for “Early Stage” companies with limited resources. This financial relief has the ability to invest in product development or the recruitment of profiles with high added value. Employees can also be based in regions where the cost of living is less, which facilitates the constitution of more diverse teams.
In addition, being 100% Remote allows the company to claim a rare agility. Recruitments are not limited to a specific geographic basin, opening the door to new skills. For example, Shine has attracted talented developers from all over France, seduced by flexible operation and fully digital processes. This increased competitiveness finds echo with investors. The latter are, in fact, often sensitive to the capacity of a start-up to control its fixed costs and to quickly conquer new markets.
A French future model
If France has long been renowned for its attachment to the traditional office, the wind is turning. The health crisis has only accelerated a mutation already started by the most daring start-ups. Today, we see that putting the key under the door of its premises is nothing incompatible with growth, provided that you adopt the right tools and to breathe an adapted corporate culture.
There are certainly challenges to be met, whether in terms of cohesion, legal supervision or remote management. However, more and more tricolor examples prove that the 100% Remote can allow a company to gain flexibility and competitiveness. For entrepreneurs who still hesitate, this model offers a new horizon: that of an agile and dematerialized business, which reconciles economic performance and personal development.
