996 work culture
Toxic work models are making a noteworthy return, and the rise of the 996 work culture is a result of this shift. The 996 model is a system of work that requires employees to operate from 9 AM to 9 PM, six days a week, which originated in Silicon Valley.
We’re not too surprised by these findings. With more companies under pressure, it only makes sense that companies would be looking to maximise profit. Colleagues understand the need for committed and outcome-focussed working models and often want to go the distance if it achieves results.
Communicators need to signpost what support and guidance is available to support colleagues when work intensifies. Taking on extra requirements can be par for the course, but burnt out, ineffective talent won’t create the outcomes needed.
AWS outage
You probably noticed, but recently AWS, suffered a significant glitch during an update, causing outage of several major online outlets.
Luke Kehoe, an industry analyst at Ookla, said: ‘Over 16 million reports were registered on Downdetector during the outage, making it one of the most impactful to date in terms of blast radius, with over 2,000 services across more than 60 countries impacted.
Communicators need to keep abreast of how your operations fit into the wider scheme of things. Comprehending how and why these disruptions occur, will help you to communicate more clearly, and respond to how your people may react with agility, understanding and speed.
Operating models
Transformation is top of mind for so many organisations. A recent McKinsey article has stated what many of us already know – executives today must address fast-moving geopolitical, technological and social trends more than ever.
Intentionally designed operating models are becoming increasingly necessary, ones that can be tailored to employee experience and scaled up for effectiveness. They should be created to deliver four major outcomes: Clarity, Speed, Skills and Commitment.
The most effective operating models are designed with value creation top of mind. Communicators need to position themselves to best draw the connection between outcomes, values, and the new ways of working to best educate colleagues on changes to operating models.
