Slashing 10% of your workforce annually is something Jack Welch thought of when he was CEO of General Electric; essentially it shifts that 10% of staff overhead cost straight to profits per year.
The justification they give for the figure is that it’s the lowest performing 10% according to internal key performance indicator (KPI) metrics. What this effectively does is two fold:
Anyone who’s focusing on delivering stuff the company needs long term isn’t always or sometimes never will produce nice neat KPIs that can be measured along with the rest of the company. This means these people are under constant pressure and can often get swept up in the firings.
It makes KPIs, a measuring tool, the target which as any statistician will tell you that when you make the measurement a target it ceases to be a good measuring tool. Because everyone is automatically incentivised to deliver KPIs NOT the actual company deliverables that generate the added value and therefore the profit.
This means after 5 to 10 years of this cycle all that’s left of the company’s institutional knowledge is how to deliver for KPIs and the sycophants who best adapt to this reality. You get a hollowing out of the company.
If this AI fuelled trend keeps up then companies like Cisco and Meta will eventually implode at some point.
It also fosters a culture of non-cooperation with colleagues (because they are now your competition), where workers and teams try to sabotage each other, or at least not help, and throw each other under the bus. So there’s mutual mistrust too. And no one wants to take a risk and innovate, leading to further stagnation.
Slashing 10% of your workforce annually is something Jack Welch thought of when he was CEO of General Electric; essentially it shifts that 10% of staff overhead cost straight to profits per year.
The justification they give for the figure is that it’s the lowest performing 10% according to internal key performance indicator (KPI) metrics. What this effectively does is two fold:
Anyone who’s focusing on delivering stuff the company needs long term isn’t always or sometimes never will produce nice neat KPIs that can be measured along with the rest of the company. This means these people are under constant pressure and can often get swept up in the firings.
It makes KPIs, a measuring tool, the target which as any statistician will tell you that when you make the measurement a target it ceases to be a good measuring tool. Because everyone is automatically incentivised to deliver KPIs NOT the actual company deliverables that generate the added value and therefore the profit.
This means after 5 to 10 years of this cycle all that’s left of the company’s institutional knowledge is how to deliver for KPIs and the sycophants who best adapt to this reality. You get a hollowing out of the company.
If this AI fuelled trend keeps up then companies like Cisco and Meta will eventually implode at some point.
It also fosters a culture of non-cooperation with colleagues (because they are now your competition), where workers and teams try to sabotage each other, or at least not help, and throw each other under the bus. So there’s mutual mistrust too. And no one wants to take a risk and innovate, leading to further stagnation.