The Harvard Business Review published, “What to Do if Your Team is Too Busy to Take On New Work” (1), an article written by Pinterest’s Global Head of Customer Operations, Dutta Satadip. Dutta laments the annual business planning cycle where every manager pleads for additional resources without analytical justification. Dutta proposes a data-driven three-step process where each person describes their key activities, the amount of weekly time allocated to these activities, and other activities that are outside the sphere of core job functions. The resulting activity allocation map presents opportunities for management to reduce/eliminate less productive workload through things such as strategic planning as well as other management resources, thus increasing productivity. A business with increased productivity and positive output will have a better chance at thriving within their sector and going on to have many years building and adapting their company as time changes.
Dutta’s article describes how his teams discovered legacy processes that were now redundant and customer-protocols that required significant employee interaction when easily implemented automation tools would have reduced if not eliminated employee contact. This exercise allowed Dutta’s team to do more with less and achieve the scale necessary to meet customer needs and investor expectations.
What Dutta internally did at Pinterest and Google emulates one of the tools in CollabWork’s FrameWork Application. FrameWork’s patented algorithms objectively rank an employee’s tasks by value while Dutta’s managers utilized both objective and subjective assessments. FrameWork’s determination of the most valuable work gives employees a head-start in meeting their goals and increases their engagement, satisfaction, and professional growth.
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