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As knowledgeworkers including software engineers shifted to remote work during the pandemic, executives expressed a concern that productivity would suffer as a result. “Measuring engineering efficiency is a known, large and growing problem that’s now become solvable.
“ So the productivity scores are really geared towards that specific kind of repetitive work. ” He believes that because his company has a very different kind of focus, its scores will be more useful and acceptable to users. .
In the past year, the company saw both its revenue and customer base grow around 10 times, including customers like Sourcegraph and mParticle, which Boulanger attributes to its approach to engineering productivity that is focused on identifying bottlenecks in the development process instead of measuring output.
Bureau of Labor Statistics , productivity is a measure of economic performance that compares the amount of goods and services produced (output) with the amount of inputs used to produce those goods and services. billion knowledgeworkers, equaling a trillion hours per year. According to the U.S. Is everyone excited now?
Knowledgeworkers — those whose professions tend to be anchored to desks or computers — have long been the most obvious and primary focus for a lot of B2B apps and services.
In a Gartner poll , 59% of women knowledgeworkers — who, the poll found, are more likely than men to express a preference for remote work — think in-office employees will be seen as higher performers while 78% believe in-office workers are more likely to be promoted. ”
Stephen Downes points to a post by Tony Karrer with disagreeing with some points in about the value of blogging in Thomas Davenport's book Thinking for a Living: How to Get Better Performances And Results from KnowledgeWorkers. I know of no organization in which the benefits of blogging have been measured.
But even when all the other productivity boxes have been checked, Teamraderie speaks to another challenge that exists in the workplace, specifically the knowledgeworker workplace, that of improving our relationships with each other as a route to working better together. “We’re not just a content company.”
Despite the fact that many knowledgeworkers could efficiently and effectively do their work from home, most organizations default to a management and evaluation style designed for factory workers. But the benefits for organizations and workers extend far beyond decreasing wasted hours spent sitting in traffic.
For example, Kahn foresees that AI will restructure the workforce, making AI “copilots” necessary for every knowledgeworker. Yes, this technology is strange and frightening, but it is also exciting and fabulous in equal measure,” says Kahn. He adds that “like every technology that has come before, we can master AI.
Very few organizations can measureknowledge-worker performance, for example, and so pronouncements about what leads to it are invariably wrong-headed. There’s a lot of pseudo-research in the world of work, sadly—a lot of theorizing about what we should do—that is strangely untethered from proof and falsifiability.
Very few organizations can measureknowledge-worker performance, for example, and so pronouncements about what leads to it are invariably wrong-headed. There’s a lot of pseudo-research in the world of work, sadly—a lot of theorizing about what we should do—that is strangely untethered from proof and falsifiability.
Very few organizations can measureknowledge-worker performance, for example, and so pronouncements about what leads to it are invariably wrong-headed. There’s a lot of pseudo-research in the world of work, sadly—a lot of theorizing about what we should do—that is strangely untethered from proof and falsifiability.
Very few organizations can measureknowledge-worker performance, for example, and so pronouncements about what leads to it are invariably wrong-headed. There’s a lot of pseudo-research in the world of work, sadly—a lot of theorizing about what we should do—that is strangely untethered from proof and falsifiability.
Very few organizations can measureknowledge-worker performance, for example, and so pronouncements about what leads to it are invariably wrong-headed. There’s a lot of pseudo-research in the world of work, sadly—a lot of theorizing about what we should do—that is strangely untethered from proof and falsifiability.
Bad meetings are the fast food of the knowledgeworker; it’s so deliciously quick and easy to throw a 60-minute default meeting on everyone’s schedule, but the long-term costs are extremely unhealthy. Measure your meeting waistline. No one measures the impact of their meetings.
Measuring objectives and key results are core to every enterprise, perhaps more so these days since knowledgeworkers began working remotely in greater numbers last year. A sign of the times: This week, enterprise orchestration SaaS platform Gtmhub announced that it raised a $30 million Series B.
We conducted BEx 2025 in November 2024, surveying 1,000 members of the general population adults and 500 knowledgeworkers. We previously conducted BEx 2024 , identifying and measuring leading factors affecting brands today, and used this as a foundation for Bex 2025. Communication builds trust. Actions speak louder than words.
How can you measure productivity you cant see? If knowledgeworkers are merely promptly AI and instructing the AI agents to work for them, are humans still working? And if your boss can’t measure your output, theyll settle for being impressed by your process. If youre a leader, measure outcomes not busyness.
Also, this type of restructuring may have little benefit for shift workers with long hours. Even among knowledgeworkers, there’s a risk that cutting a full day would simply result in employees scrambling to cram their work into a shorter week.
For example, Kahn foresees that AI will restructure the workforce, making AI copilots necessary for every knowledgeworker. Yes, this technology is strange and frightening, but it is also exciting and fabulous in equal measure, says Kahn. He adds that like every technology that has come before, we can master AI.
Set objectives that drive action: MbO Drucker’s Management by Objectives framework (MbO) advocates setting specific, measurable, achievable, relevant, and time-bound ( SMART ) objectives that align with the organization’s mission.
truly is a drop-in replacement for some (20%) of knowledgeworkers and a game-changing assistant for most others. U3s capabilities are measured by how quickly it performs the difficult research tasks relative to human experts. At this point, U3s capabilities are hard to measure. Tech startups that efficiently use U2.5
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