Ben Zweig

I wrote this book about job architecture, which really is about helping create taxonomies of what people do in their jobs and how to think about jobs as bundles of tasks that change.

So I think having the right data behind this and the right taxonomies and categorizations is really critical if we are going to manage this purposefully.

Now, of course, we can manage it, you know, reactively.

And, you know, that's not always terrible for a small company.

For a big company, I think that becomes much harder.

But, I mean, I'll give you a personal example from my company.

We have a team of economists.

And, you know, we have 12 economists.

You know, they all have PhDs in economics, and that's their background, you know.

And the term economist is really, it's more of an identity than an occupation.

Because what they actually do is,

whatever needs to be done.

You know, they write newsletters and we produce content and they do, you know, we work with journalists and they do media relations.

And we just started producing public labor statistics.

And that was just a few months ago.

And now they are involved in creating public labor statistics.

That was not in the job description.

And sometimes we talk to a client and they want to, you know, understand the data and talk to, you know, an expert and they get on client calls and they are the trusted expert of, you know, what we need.

And sometimes, you know,

Those responsibilities shift.