Ben Zweig

Do you double down on those 14 and get extra good at those things, or do you take on more?

That's a big question.

How quickly can jobs kind of reconfigure

So I think that depends heavily on the organization.

So there's, you know, while we're on the topic of good academic papers, there's this wonderful paper called Adaptive Organizations, where it goes through this model of firms as being either adaptive or procedural.

So in adaptive organizations, I mean, I say this like as a founder of a startup.

where, you know, people's jobs change all the time.

So, you know, and this has nothing to do with technology usually.

Sometimes, you know, we get a client request and, you know, we say, oh, now there's extra work to do.

Who could do it?

Who's interested?

Who wants to take this on?

And, you know, we figure it out or someone leaves and we have to reallocate their work or someone says they're not interested in something or we automate something and we like

don't have to do that anymore.

And we're constantly reconfiguring what people do in their jobs.

And I think it's a very common pattern for someone to enter a job thinking they're going to do one set of things.

And then as the job evolves, they find themselves doing totally different things.

And that is the mark of an adaptive organization, an organization that can be fluid, that can think about jobs fluidly, where people do what the business needs and business needs change all the time.

organizations generally don't have good taxonomies of work activities and tasks.

And that's something that we're trying to do.