That's an interesting angle, which I guess would tie in with
1) Nassim Taleb's Skin in the Game concept [1] which would seem to be analagous in some sense to creating community,
2) but sabotaged by a general (lack of) friction in people's ability to move jobs (I'm averaging about 2 years now per company, down from 4-5 years around 20 years ago) and this isn't seen as a negative.
3) This obviously can create large internal friction, especially when every new person brings new challenges (or fads) to the strategic direction such that you can spend more time changing (tooling or process or organisation structure) than actually doing real work.
4) As mentioned in a recent post here, this tendency to pay market rate for new hires, but not to pay market rates to more productive people already working for you also exacerbates this, but everyone just shrugs and plays the game because no-one's invested enough in the process to challenge it (or those that are and do just get labelled as awkward).
So it's interesting the "fetish" for OKRs in many spaces that can make people look good, but how often do they actually track the actual "costly" actions like
a) perpetual people leaving -> hiring -> training/getting up to speed cycles
b) or number of hours wasted in meetings or context switching due to interruptions or
c) deciding to outsource something you've just spent 9 months insourcing to a different company than the original one you insourced from at great financial/opportunity cost (assuming they even succeed and it doesn't take 3 attempts) etc.?
d) Let's rewrite everything in new tool X I need on my CV because you won't pay me market rate so I'm now looking after myself...
Without surfacing these costs, how can you make effective decisions???
2) but sabotaged by a general (lack of) friction in people's ability to move jobs (I'm averaging about 2 years now per company, down from 4-5 years around 20 years ago) and this isn't seen as a negative.
3) This obviously can create large internal friction, especially when every new person brings new challenges (or fads) to the strategic direction such that you can spend more time changing (tooling or process or organisation structure) than actually doing real work.
4) As mentioned in a recent post here, this tendency to pay market rate for new hires, but not to pay market rates to more productive people already working for you also exacerbates this, but everyone just shrugs and plays the game because no-one's invested enough in the process to challenge it (or those that are and do just get labelled as awkward).
So it's interesting the "fetish" for OKRs in many spaces that can make people look good, but how often do they actually track the actual "costly" actions like
a) perpetual people leaving -> hiring -> training/getting up to speed cycles
b) or number of hours wasted in meetings or context switching due to interruptions or
c) deciding to outsource something you've just spent 9 months insourcing to a different company than the original one you insourced from at great financial/opportunity cost (assuming they even succeed and it doesn't take 3 attempts) etc.?
d) Let's rewrite everything in new tool X I need on my CV because you won't pay me market rate so I'm now looking after myself...
Without surfacing these costs, how can you make effective decisions???
[1] - https://www.youtube.com/watch?v=chKZ5BVxTfY