More output from employees will require more time spent – right? Wrong! That is the essence of time-based thinking. By offering to pay employees the average additional money they earned through overtime pay (without their time being tracked and with agreement that customers not feel any changes), Andrew and Julian soon found that employees were all leaving the plant at the end of a normal workday. No longer working the average 20% extra hours overtime. Employees had found other optimizations to keep deliveries on pace and at the expected quality levels. They had shifted to accountability thinking from their old time-based thinking. This is one of several experiments that helped them understand the hidden laws of how their business system really worked.
Optional Reading to do:
500%: How Two Pioneers Transformed Productivity – The First Truly Self-Leading Organisation
Chapters 3, 4
- Understanding your organisational immune system; introducing your invisible manager.
- Why patching a traditional organisational model does not sustainably help as Costs, Behaviours, Inflexibility, Disengagement etc are outcomes from the traditional Organisational Model that no longer meets context.
- Unpicking Matt Black’s “page 37” crisis moment.
- Changing direction; the “Overtime Experiment”.
- Removal of all vestiges of the time based culture.
