Fixing the world of work
The world of work is broken.
If we don’t fix it, our companies and our employees will seriously suffer.
In this day and age, we all seem to be leaders of high performing teams at highly demanding companies.
The World As We Know It:
Maybe unsurprisingly, we face a similar set of insurmountable problems:
More pressure than ever to hit quotas, requiring us to become magicians to uphold the mythical statuses of unicorn companies.
- A shared desire to empower and nurture our employees, without an easy way to provide opportunities.
- A lack of transparency into the work of our teams, paired with a paralyzing fear of becoming “big brothers”.
- A constant need to demonstrate our value, to show with data that we’re worth it
- A need to turn to process to make sense of a world of chaos, paired with a desire to create flexibility and embrace individuality.
- An incomplete, ineffective and antiquated toolkit of technology, sending us into battle with information asymmetries and disconnected solutions.
A Never-Ending Search For Solutions:
For many years, our colleagues fruitlessly searched for solutions. Generally, leaders fell into one of two camps: the technologists and the puritans.
The technologists saw promise in advances in computation to find the silver bullet. They believed rapid developments in Artificial Intelligence, Machine Learning, and Natural Language Processing seemed to suggest technology would quickly catch up with the power of human computation. Ironically, leaders in our field believed they’d found our salvation in the technology that could replace us.
Technologists are also often attributed with causing an arms race of SaaS tools in the workplace. The introduction of tools has often failed to meet expectations, and in many cases actually created additional hurdles for teams. Moreover, where adoption does occur, teams are encouraged to become reliant on incomplete point solutions that address a small piece of larger problems. Employees are spoon-fed their next task and provided their next step. This turns sophisticated humans about as valuable as the sequences and patterns that they mindlessly complete.
On the other hand, puritans believed the state of uncertainty called for a return to our roots and embraced process. For these leaders, as their companies scaled, in order to maintain consistency and drive outcomes, they increased administrative burden and tightened the handcuffs of process on their teams.
In doing so, they turned highly paid and brilliant employees into mediocre agents of upholding process. They unknowingly set their teams up for failure by assigning them precisely the kinds of tasks that computers are most readily able to address. Leaders turned teams of inspired individuals into armies of robots, ripe to fall victim to the rise of artificial intelligence.
Leaving Employees Behind:
For employees – neither path offers much promise and both minimize the impact they can have in the workplace.
On one hand, they rightly fear the impacts that technology might have on their careers. And on the other, they continue to feel violently mixed feelings towards process: understanding the need for transparency, but finding the “process of embracing process” insufferable.
Capping Revenue & Propagating Apathetic Workforces
Whether via technology or process, embracing consistency has left little room for the exceptional. Many have already felt the impact of having their teams regress to the mean. In a world where humans are taught to strive to beat the odds from a young age, and where our success depends on it, consistently unimpressive outcomes are entirely unacceptable.
In addition to generating mediocre results, by turning our backs on inspiration and innovation in favor of consistency, we cultivate a world of work that’s dull and uninspiring. The product is vividly apparent in the plethora of unfulfilled employees meeting a fraction of their potential output.
While rising forecasts and outcomes may cloud the reality: it’s irrefutably true that for all teams, regardless of current output, there’s a significant delta between present levels of achievement and their potential.
Change Is Needed & Timely:
A trifecta of unwieldy technological solutions, substandard existing coping mechanisms and the immediately impactful nature of effective transformation makes building this technology so invigorating.
The world of work doesn’t have to remain the same. We don’t have to choose between people and success.
What if we could let humans focus on the stuff that they’re uniquely good at, and automation could allow humans to worry less about administrative tasks? What if we could build a process automation platform for the front office?
We believe in a world where we can empower humans to make incredible things happen, and leave the bs to their technological copilot.
By supporting our employees with the power of automation we can maximize the investments we make in each of them, and we’ll be able to aim for previously impassable trajectories.
I joined RocketVisor, because I believe we’ve found a way to unify, automate and streamline the processes that hold employees back and make their blood boil. We’re allowing leaders to unlock the full potential of every team member.
Our technology is preparing to improve the way the world works and I had to be a part of it.