Is remote work (RW) just a temporary phenomenon or the future of work style? The experience of the Covid-19 have taught us that the traditional notion of “office work” may no longer be taken for granted. However, while some companies have returned to office-based work after utilizing RW during the COVID period, others have effectively embedded it. Such differences may stem from a lack of integrated understanding regarding (1) the prerequisites to initiate RW (Input), (2) how RW is operated (Process), and (3) what outcomes it produces (Outcomes). To understand Input-Process-Outcomes (IPO) of RW, this study gathered and analyzed qualitative data (Interview and secondary data). Firstly, we found that executives' strong drive for RW and shared understanding among members acted as the prerequisite conditions for initiating RW (Input). Secondly, asynchronous collaboration, comprised of autonomy, documentation, and information sharing, constituted the key to the effective operation of RW (Process). Thirdly, our findings indicate that RW has led to an increase in employee job satisfaction and enhanced their focus on performance (Outcomes). Lastly, we highlighted that RW can be more effectively implemented and operated with a culture of organizational trust. Based on the findings, we suggested implementation guidelines for RW.