A recent article in Vertical Distinct describes how Amazon.com uses digital technology to regulate its workplaces. The company has come under scrutiny a number of times because of its hyper-focus on improving productivity. It is understandable that productivity would be a focus in an environment filled with repetitive and monotonous tasks. At what point, however, does this focus become counterproductive?
On any given day, each person you supervise makes more than a hundred decisions to resolve problems and complete projects. Most are routine and have been executed many times before. This repetition evolves into the mastery necessary to navigate the daily workload. But then there are those unexpected challenges that can disrupt momentum in a heartbeat. We have all experienced
Back in the 1970s, the leadership of railway equipment manufacturer, Budd Company, invited a select group of their assemblers to take an overnight ride on a train composed of the cars they had built. The leadership simply wanted to provide a bit of fun and recognition for those toiling in the factory. But then an interesting thing happened. Those aboard
In the last post, I illustrated the value of asking the question, “How does this place make money?” But exactly how can you do that without breaking the bank or disrupting normal business function? The strategies I’m going to recommend are remarkably simple and can be accomplished with a smart-phone and a bit of money spent on editing and design.
That’s the question I have challenged employers to ask their people for years. Sadly, most people can’t provide an answer that demonstrates they really understand the business model of the firm for which they work. Generally, they’ll say something like, “We sell software,” or “We deliver stuff to restaurants.” If you ask them to drill down on that and provide
“Often, I lie in wait in meetings, like a hunter looking for his prey, ready to spring out at the first moment of silence. My gun is loaded with preestablished thoughts. I take aim and fire, the context irrelevant, my bullet and its release are all that matter to me.” William Isaacs, Dialogue and the Art of Thinking Together –
The debate about whether multitasking improves performance has been going on for more than a decade. Those on one side, maintain that their ability to do two, three, or even four things at once gives them an edge on the day. Those on the other side, argue that focusing on one task at a time produces a better outcome for
Have you ever become frustrated while completing a form? You might have thought, “What on earth do they mean?” or “I can’t imagine why they need that information,” or “Didn’t they ask that before?” Sadly, too many people fail to place themselves in the position of those who will complete the forms they design. As a result, they alienate customers,
We’ve all become spoiled by the number of choices we have. Supermarkets offer more than 60,000 consumer goods in all sizes and shapes. Searching on-line generates thousands of links for even the most obscure topic or item. Artificial intelligence anticipates the words we want to use in a text, the products we want to buy and provides instant directions if
Franklin Roosevelt became convinced that people were so excited to meet him in person that they didn’t pay attention to what he actually said. So, he tried an experiment. As he greeted people during a White House reception, he smiled and told each of them quietly, “I murdered my grandmother yesterday afternoon.” As he suspected, everyone in line responded with