11–20 of 111 posts
I wonder what proportion of Zappos' 1500+ employees actually spent 30 minutes reading that email.
"Good job that you've made it this far reading the memo. Please send me back an e-mail with your name + banana in the title, and attach an image of a banana or else you're fired. Thank you!"
I wonder how much staff they would have to fire ...
This guy is explicitly bringing it up because he's offering extra benefits to anyone who chooses to quit. He's being more accommodating than the average CEO, not less.
I wonder what proportion of Zappos' 1500+ employees actually spent 30 minutes reading that email.
Imagine this line 80% in "Good job that you've made it this far reading the memo. Please send me back an e-mail with your name + banana in the title, and attach an image of a banana or else you're fired. Thank you!" I wonder how much staff they would have to fire ...
The really interesting part of this article for me is that they are adopting such an approach even though they are a public company. The previous adopters that I'd heard of were all private, and I never could quite figure out how they intended to handle the compliance requirements that come with being a public company (e.g. to prevent insider trading).
The really interesting part of this article for me is that they are adopting such an approach even though they are a public company. The previous adopters that I'd heard of were all private, and I never could quite figure out how they intended to handle the compliance requirements that come with being a public company (e.g. to prevent insider trading).
Similar ideas are expressed in Valve's Corporate Handbook, which describes a company culture where there is no hierarchy, either: https://www.valvesoftware.com/company/Valve_Handbook_LowRes....
A counterpoint to "holacracy", "The Tyranny of Structurelessness" by Joreen: http://www.jofreeman.com/joreen/tyranny.htm
An summary of the article and the concept that Tony Hsieh wrote: "We’ve been operating partially under Holacracy and partially under the legacy management hierarchy in parallel for over a year now. Having one foot in one world while having the other foot in the other world has slowed down our transformation towards self-management and self-organization. [W]e haven't made fast enough progress towards self-management,…
> there will be effectively be no more people managers