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29 Nov 08

Digital Nomads - Measuring Progress In A Dispersed World

In a world of increasing professional freedom, managers (and the rest of us) struggle to adequately measure output. Gone are the days of clocking in and clocking out. We often assume that the number of hours spent “working” are an indication of one’s effort and accomplishment. However, in reality, this is not the case. Furthermore, applying such short-sighted measurements will diminish some of the most valuable benefits of a free-range workforce.

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creativity productivity timemanagement competitiveadvantage ROWE efficiency bureaucracy digitalnomads workflow management measurement

The Competitive Advantage of The Unexpected

As a team that researches productivity in creative industries, we have learned that the sources of inspiration don’t mix well with rigidity.
In return, the mobile workforce must deliver “spurts” of productivity and insight. When bonuses are considered, managers must value the spurts versus an adherence to the daily grind.
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- According to a recent study by AOL and Salary.com, full-time employees work a total of three days a week, wasting the other two. The new era of free-range workers and their managers and clients must embrace transparency, and there must be a fundamental trust shared between colleagues. Beyond deadlines, expense accounts, and privacy, every employee must trust that their colleagues want the best for the company, care about the product, and aspire to succeed in their role.
- The pressure of being required to sit at your desk until a certain time creates a factory-like culture that ignores a few basic laws of idea generation and human nature: (1) When the brain is tired, it doesn’t work well, (2) Idea generation happens on its own terms, (3) When you feel forced to execute beyond your capacity, you begin to hate what you are doing.
- Managers must start to reconsider the conventional assumption that butts in chairs = productivity. In some particularly impressive companies such as Kluster, managers have abandoned the normal societal expectation of work time in favor of “doing work whenever there is work to be done.” Another company, 37 Signals has went as far as implementing a standard four-day work week. Even major corporations such as Best Buy have implemented programs such as ROWE (Results Only Work Environment) which favors performance based on output instead of hours.

21 Jun 08

No Schedules, No Meetings—Enter Best Buy’s ROWE - Part 2 - The Blog of Author Tim Ferriss

interview with the co-developers of Best Buy’s results-only work environment, which has increased output at headquarters 41% and decreased quitting up to 90% in some divisions.

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ROWE timemanagement time productivity management organization work

No Schedules, No Meetings—Enter Best Buy’s ROWE - Part 1

ROWE stands for Results-Only Work Environment. In a ROWE, each person is free to do whatever they want, whenever they want, as long as the work gets done. Currently, there are two authentic ROWEs—Fortune 100 retailer Best Buy Co, Inc. and J. A. Counter & Associates, a small brokerage firm in New Richmond, WI. At both organizations, the old rules that govern a traditional work environment—core hours, “face time,” pointless meetings, etc.—have been replaced by one rule: focus only on results.

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ROWE timemanagement time productivity management organization work

05 Jun 08

Harold Jarche » Time Out

What I find really interesting is that we finally have technology that makes it possible for us to do most work anytime, anywhere, yet we continue to stick with our same old paradigms of working in a particular location during certain hours. We also stick by our belief that time is the best measure of what we do, rather than results.

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measurement performance time timemanagement ROWE