…or: “Knowledge work is a lot more like cloud than traditional IT.”
Of course, it is most certainly not in the interest of knowledge workers to go to their bosses and declare that they have “spare capacity.” At best, they might then be judged in performance reviews as having an easy job and being not very productive. At worst, the bosses might decide that these employees could be cut. Thus it is to every knowledge worker’s benefit to look busy all the time. There is always a report to write, a memo to generate, a consultation to run, a new idea to explore. And it is in support of this perceived survival imperative that the second driver of productivity—knowledge transfer—gets perverted.
The rest of the piece is good stuff. Notice how much of the thinking follows the same pattern of opex vs. capex thinking of cloud, and the somewhat similar notions of continuous delivery. I’d also add that if you follow a small batch (smaller amounts of work delivered more frequently, rather than big projects delivered once), you’re given more opportunity to re-allocate your “knowledge workers” to different projects. As the author points out, this means you have to rejigger how HR/roles and responsibilities work; staff policies don’t currently favor moving people from project to project like you see in (management) consulting.
Couple this with the “you need to constantly be coming up with new businesses” pressure from Transient Advantage, and you have good operating theory.