Smartwork was born from the belief that value shouldn’t be undervalued.
The Origin of Smartwork
In my 15 years of working with top professionals around the globe, one thing stood out to me: the biggest opportunity is for organizations to reward smarter work.
Even at the most successful FAANG companies, brute force workflows and short-sighted incentive systems caused incredibly sharp and capable people to have their value wasted toward ineffective efforts.
Obviously, every business needs production in order to survive. However, rewarding for production alone is dangerous.
This is because we inherently assume that high production equals high value.
The reality? It doesn’t.
To get the most impact out of your people, you need to focus on the work that matters.
Distinguishing Production vs. Value Production
Value production is defined by meeting the following criteria:
Will this matter a year from now?
Is what you’re doing going to be foundationally impactful for the future? Expand your time horizon. There will always be production work that needs to be done, however, if you don’t make time to make things better, you’ll never improve.
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Does this make my output more easily achieved or more impactful?
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Do you have an opportunity to get the same amount of impact with less effort, or more impact with the same amount of effort? Are you making things better, or are you just working?
We don’t spend enough time and effort on work that actually produces value.
The building blocks of Smartwork were designed upon the foundational idea that you get more of what you reward.
Smartwork’s approach starts by uncovering your company’s strongest inputs and creates strategies and pathways to reward, align and multiply them. It then develops high-performing leaders and strengthens a culture of adaptability.
Smartwork organizations enjoy greater output, higher degrees of efficiency and happier, more productive employees — leading to an unmistakeable competitive advantage.