A workshop to strengthen collaboration for a remote team

Company: TIER
Company size: 900+ employees
Location: 19 countries
Project keywords: remote teams, collaborative skillbuilding, teambuilding

The client

If you have ever lived in a big European city, you’ve probably come across the e-scooters of shared mobility company TIER. Despite being founded just a couple years ago in 2018, TIER already operates in 100+ cities in 19 countries. Their mission is to change mobility for good by providing people with electric vehicles to significantly reduce car traffic in cities. In line with their goals, they are also the first micro-mobility company to be fully climate-neutral.

I worked with the Berlin- and Budapest-based City Team of TIER, whose job is to understand the needs and requirements of the cities they operate in, and to work on technical solutions that fulfill those requirements while also providing customers with a safe and delightful riding experience.

Case study


The City team had great freedom within the company in defining their ways of working, and they had been experimenting with a lot of best practices on their own.


Goals of our collaboration

Based on what I’ve heard from both team members and stakeholders, it was obvious that the City team had a lot of challenges behind them. My goal was to create some space and time to pause and reflect on what they had achieved, to reconnect to their internal motivation and be able to take pride in their impact.



One thing they kept finding challenging was managing online meetings. They are a remote team, with some of their people working from Budapest and others from Berlin. Many team members have only met virtually and they felt a need to connect to their colleagues a bit more personally as well.

How to manage online collaboration?

In addition, after a challenging year, by December the team was getting exhausted and needed something to energize and inspire them.

Defining team culture

The team invited me to work with them after they heard me speak about Radical Collaboration at one of TIER’s onsite events in Budapest. I think it tells a lot about their open culture that the decision to have a collaboration workshop wasn’t driven by top management or their team leader, but suggested by team members as a solution to address some of the issues above and learn something new together.

Their ownership and self-management demonstrated the power of the human-centric culture TIER has been building, so I was more than happy to join them for this project.

I also wanted them to celebrate and have fun together, and to make new connections with their colleagues so they can stay engaged and open to working on their collaboration.

We also had to define the team culture they wanted to co-create while taking into consideration the realities of their work and the stakeholders they serve.

Celebrating success as a team

Another important goal was to learn new collaboration skills that could help them deal with stressful situations as a team. To achieve this, first we needed to take a step back and reflect on what has been working and not working for this team.

Learning new skills to better manage tension as a team

How to apply what the team has learned about collaboration?

How to get inspired after a challenging year? 

Providing space for reflection 

Collaboration workshop

1-day in-person workshop based on the framework of Radical Collaboration, aimed at re-energizing the team and helping them find strategies for solving their specific challenges in collaboration.

Pre-workshop interviews

6x20 minutes of interviews with a diverse group of team members and stakeholders to get familiar with their business reality, help reframe their challenges and make sure the workshop is designed in a way that addresses their issues.

Follow-up workshops

2 short, 90-minutes online follow-ups after the original workshop to help integrate their new skills and relate them to the team’s current challenges. These workshops were optional to join. 

Project elements


Impact of our collaboration

Sometimes it's hard to measure the tangible impact of projects like this. I always like to think that team days like this serve as multiplicators for teams, and if they feel they are more effective after the workshop, it was worth it.

As we discussed one of the basic topics of Radical Collaboration, team members learned new things about their colleagues’ personalities, preferences and motivations behind certain behaviors that are relevant to their collaboration. They became aware of what happens to each of them when there is pressure, and are now able to keep these things in mind when working together.

This helped them recognize ineffective attitudes in themselves and others, and decode when they are operating in the Green, Pink or Red Zone in a situation (These are the different zones of collaboration in Radical Collaboration. Learn more about them here.).

During the workshop and the follow-ups, we explored strategies to deal with Pink Zone behaviors like not voicing ideas or being afraid to share negative feedback. This served as an opportunity for team members to learn new collaboration skills together.

I knew we achieved our goals when one team member sent me an email the week following our workshop saying that she feels a lot more comfortable at the remote team meetings and she senses the same in others too. People were noticeably more energized, and everyone was more proactive and open, including those who had rarely spoken up in meetings before.


You've made it this far, now how can I help you?

explore more studies

request scoping session