Azeem Azhar

But these people are real people with real experiences, real things that they do that might not show up in the organogram.

There's a whole bunch of relationality.

So Alice is one of these hyperproductive economists.

But what you don't realize is she's phenomenal interpersonally and the head of sales always likes taking her along because she can open

that account there and then, and where is that captured?

And it's not captured in the job architecture.

It's not captured in the statistical top-down process.

And it's that nuance.

Maybe it's tacit knowledge, as Polanyi might have talked about.

It's also relationality.

How do you operationalize this given those complexities?

And what is your advice to companies thinking about that?

Because someone in a big company might say, I actually can't go off and do a nuanced long-form interview.

with every one of my 85,000 staff or 225,000 staff.

So where do we go now?

The flip side of flexibility is instability.

And instability is connected to people's own psychological status, their sense of psychological safety.

It is connected to the degree to which a job

adds to their dignity or takes away from that dignity.

There's already issues with the notion of the organogram and a bunch of people moving from one to another.