What Can You Learn from Big Tech’s Response to the Slowdown?
All the Signs Point to the Need for A New Model of Work
Is this your ‘Year of Efficiency'?
Mark Zuckerberg declared 2023 ‘the year of efficiency‘. That, together with better-than-expected revenues was exactly what investors wanted to hear, with Meta’s beleaguered share price rebounding as a result. But should this be your year of efficiency? Before you answer ‘yes’, take a moment to consider the common pitfalls in planning an efficiency drive.
If you don’t, the results are likely to be disappointing. Indeed, it could hinder rather than help performance in the long term, compounding the issues of engagement and well-being.
Leaders often find themselves ‘going down a rabbit hole’ when attempting to boost productivity in the leader suite. Relying on the techniques that worked in manufacturing and logistics, they end up puzzled and confused, unable to find the same benefits in the leader suite. While a short-term uplift is common, the longer-term impact is much less certain.
Driven by short-term expediency, longer-term costs often overshadow the immediate gains. Indeed, the more zealously leaders pursue efficiency, the greater the risk that their efforts may have significant longer-term indirect costs (in terms of organizational health, level of trust & engagement, etc.).
6 Productivity Delusions
There are 6 mistaken assumptions that get productivity initiatives into trouble.
Efficiency drives are often underpinned by a number of flawed assumptions. When this happens, the strategies employed are at odds with the new reality of work, the workforce and the workplace. Steeped in the industrial era, there may be ill-suited to knowledge work, the more sophisticated modern worker (incl. Gen. Z ) and the demand for WFH flexibility.
Delusion 1: It is about Activity!
Delusion 2: People are the Problem!
Delusion 3: It is about Individuals!
Delusion 4: It is about Engagement!
Delusion 5: The Savings Are Real!
Delusion 6: There is a Quick Fix!
Need help in this area? Our analytical tools and frameworks enable leaders to make better and faster decisions by illuminating hidden KSFs and risks with the power of data.
Footnotes & References:
SOLUTIONS & SERVICES: Here are some of the ways that our research & insights are put to work by our clients:
- For those who are being tracked, ‘mouse giggling’ (an extension to your browser or a device jiggles your mouse to suggest that you are active/productive) has become a new routine.
- Put bluntly Theory X (as described by McGregor in the 1960s) believes that most people are lazy or ignorant and are lacking in loyalty or commitment. Therefore managing them is all about CONTROL. Managers need to control and supervise – otherwise little will get done or done right. Theory X also holds that people are relatively straight-forward. They are motivated by money – so financial incentives are what matter the most.
- Embracing the new age of agility’ a report by Asana suggests that managers are losing 62% of their workdays on work about work, https://asana.com/resources/anatomy-of-work. This is easy to understand when you look at Pitstop Analytics data that puts collaboration at 70% of the working week
- Research suggests ‘organizational health' accounts for up to 50% of success. See: Beyond Performance 2.0: A Proven Approach to Leading Large-Scale Change” by Scott Keller, Bill Schaninger (HBR Press).
- Cover image by John Forster from Pixabay