Richard Seidl
Modern software work sits between speed, risk, and human impact. Small feedback loops, shared ownership, and smart automation keep quality high. Testing shifts from gate to guide. Data helps a lot, but context still rules. Product discovery links code to real needs. Remote work changed habits and made trust a design task. Rules matter, yet real progress comes from simple agreements on what good looks like. Ethics enters the backlog, not as a poster on the wall. The next step stays clear. Teams build habits that make learning cheap, keep people honest, and let products prove their value in the open.
Podcast Episode: Trust isn’t built by Process
In this episode, I talk with Yuliia Pieskova about informal networks in software teams. We explore how spontaneous ties lift trust, speed, and quality in remote and hybrid setups. Formal charts set limits, people move work through friends. Yuliia shares stories from startups, hackathons, and product discovery where cross team groups watch users, swap ideas, then return with shared context. Remote work exposes old cracks yet levels locations and opens doors for new links.
"Anytime we get to some team, we get to some group of people, we become a part of that informal network and that also influences our behavior." - Yuliia Pieskova
Yuliia Pieskova is the co-founder of Alpha Affinity, a data startup, as well as a Certified Agile and Organizational Coach and consultant with over 13 years of IT experience in operational and leadership roles. She has successfully guided startups through scaling journeys, building distributed international product teams from the ground up, and has collaborated with corporations like SimCorp and SAP on complex transformations and change management initiatives. As a contributor to Agile Alliance and a keynote speaker, Yuliia drives forward-thinking discussions on Agile practices, remote work, and emerging technologies. She also designs and delivers AI workshops and training sessions, empowering leaders and coaches with practical tools to seamlessly integrate AI into their workflows.
Highlights der Episode
- Informal ties boost trust, speed, and quality in remote and hybrid teams.
- People move work through relationships, not reporting lines.
- Testers act as connectors across teams.
- Remote work reveals gaps and creates new connections.
- Design spaces and align communication styles to support informal links.
The Power of Informal Networks in Software Development
Software Testing Unleashed recently featured a fascinating discussion between Richie, host and software quality coach, and Richie, co-founder at Alpha Affinity. The episode explored the real impact of informal networks on software teams—especially as remote and hybrid work become the norm. Let’s break down the insights and practical takeaways from their conversation.
Understanding Informal Networks: Beyond the Org Chart
Both Richie and Richie agreed: a company’s official structure rarely reflects how work actually gets done. Sure, org charts document who reports to whom and formal processes outline channels for communication. However, Richie emphasized that informal networks—made up of organic, voluntary collaboration—shape how teams solve problems, share knowledge, and build trust.
She highlighted an everyday example: when you need help, you might not always reach out to your immediate teammate or manager. Instead, you often turn to someone you trust, regardless of their place in the hierarchy. These unscripted interactions often lead to higher motivation and better results because, as humans, we prefer to work with people we get along with and choose ourselves.
How Informal Networks Are Created
The formation of informal networks isn’t forced—it’s shaped by both circumstance and personality. Richie described two perspectives: what you naturally feel, and what research shows about human connection at work. She recounted onboarding a junior developer who, instead of being tightly managed, was encouraged to explore and connect with other departments. The outcome? The developer became more effective and engaged, forming valuable relationships outside his immediate circle.
The key takeaway: people gravitate toward others based on shared interests, trust, and a sense of safety. When organizations create space for these organic meetings—whether through hackathons, cross-department projects, or simple “coffee chats”—the networks evolve and grow.
Why Informal Networks Are Essential—Especially Now
Companies usually try to structure everything through processes and policies, but the episode challenged whether rigid formal structures are enough in today’s rapidly changing environment. Richie argued that informal networks make companies more resilient. When things go sideways, it’s rarely the documented process that saves the day. Instead, it’s trust-based relationships that speed up adaptation, spark new ideas, and allow teams to manage risk together.
Trust sits at the heart of these networks. You can’t mandate trust through a company memo—it grows from real experiences, mutual support, and open conversation. When teams have that foundation, they move faster, adapt better, and handle change with far less stress.
Remote and Hybrid Work: The New Challenge
Remote work amplifies existing strengths and weaknesses in workplace culture. As Richie pointed out, teams that already had informal trust transitioned more smoothly to remote collaboration. Without it, even simple things—like someone keeping their camera off—can breed suspicion or discomfort.
To compensate for the lack of hallway conversations or impromptu coffee breaks, companies need tools and rituals that introduce some randomness and spontaneity. Virtual hackathons, open brainstorming sessions, and even intentional cross-location projects can help build those crucial, informal bridges between people.
Supporting Introverts and Diverse Work Styles
A big question from Richie was how to help those who are less outgoing naturally form connections. Richie suggested focusing on quality over quantity for these team members: deep, meaningful connections matter more than a wide web of thin ties. The goal is to create inviting spaces and extend genuine invitations, not to force participation. Checking in personally and building trust on an individual level can open doors for introverts on their terms.
Practical Actions for Leaders and Teams
So, how can companies encourage the right kind of informal connections?
Foster Alignment: Talk openly as a team about communication styles and preferences. Address cultural differences and build understanding early.
Model Collaboration: Pair newcomers with well-respected, connected team members to ease their integration and expose them to informal networks.
Create Space for Serendipity: Run cross-functional events, hackathons, and casual gatherings that don’t force participation but offer opportunity.
Support Individual Needs: Let people form connections at their own pace—don’t impose “networking quotas.”
The informal side of workplace life isn’t just a “nice to have”—it’s a foundation of high-trust, high-performing teams, especially in remote and ever-changing environments. As Richie and Richie remind us, investing in these real human connections pays off every day in software quality, creativity, and organizational health.
Next time you’re thinking about process improvement, don’t forget the power of the network that can’t be drawn on any org chart.