Deep Work: Finding Focus in a Distracted World

The Wall Street Journal: A new book attacks the trend toward open offices and embraces the virtues of focused thought. In “Deep Work,” Cal Newport “acknowledges the good intentions behind open offices: They are meant to encourage serendipity and teamwork. But he argues that burdening workers with perpetual distractions constitutes ‘an absurd attack on concentration’ that creates ‘an environment that thwarts attempts to think seriously.'”

The antidote is to expand “your capacity for ‘deep work,’ ruthlessly weeding out distractions and regularly carving out stretches of time to sharpen abilities … Most corporate workers, Mr. Newport argues, don’t have clear feedback about how to spend their time. As a result, employees use ‘busyness as a proxy for productivity.'”

“This presents an opening for people who are willing to tame these distractions … Such individuals cut down anything that could be outsourced ‘to a smart recent college graduate with no specialized training,’ and create rituals of delving into ‘the wildly important goal’ of their trade … No job is excused as too mundane for his approach, even in industries that value, say, rapid customer-service responses.”

“You don’t need a rarified job,” Mr. Newport writes. “You instead need a rarified approach to your work.”


IBM: Where Design Thinking Is The Corporate Culture

Wired: “For going on four years now, IBM has been working to reinvent itself as a design-led business. In 2012, the computing behemoth employed just one designer for every 80 coders. Today, that ratio stands at 1:20. By the end of 2016, the company hopes to narrow it to 1:15. All-told, the company is investing more than $100-million in an effort to become a design-centered corporation.”

“That plan hinges not only on the company-wide implementation of design thinking—a framework for conducting business that puts users’ (i.e. customers’) needs first—but the establishment of IBM as a leader in the growing ecosystem of design-conscious companies.”

“Its entire design thinking manifesto is now online (link), and if you’re interested, it’s certainly worth a read. If nothing else, it provides fascinating insight into how a massively successful corporation plans to stay relevant amidst the rapidly changing worlds of computing and business. In many ways, IBM’s newfound focus on design is an admission that a good user experience isn’t always as simple as slapping on a new user interface—it can take a total overhaul of corporate culture to get it right.”


The Glass Frog Croaks at Zappos

The Atlantic: “Why are so many employees leaving Zappos? Backtrack to 2013: Tony Hsieh, Zappos’s CEO, started promoting a new management structure called holacracy. It’s a setup that’s supposed to encourage collaboration by eliminating workplace hierarchy—meaning no more titles and no more bosses. The system instead asks workers to track all strategy decisions and their outcomes in a web-based app called Glass Frog.”

“But there was a result of holacracy that the company didn’t anticipate (but probably should have): confusion. Self-governing produced a bit of a mess, with some workers telling reporters that they weren’t sure how to get things done anymore. The New York Times reported last year that those in charge of payroll, for instance, had trouble determining salaries after titles had been banished, and some employees wanted a boss to consult when making important decisions.”