Longreads from the Rocketship

According to Frederic Laloux, the author of Reinventing Organizations, a Teal organization is one where the management is based on worker autonomy and peer relationships. 

This means that workers follow a self-management model, and team members are responsible for all the decisions and actions made by the team. There is little to no supervision from upper management, and teams have complete autonomy over how to approach their work responsibilities.

JetRockets went Teal in 2020. We are pleased to say that, although the transition was difficult, the results were worth it. Our company is stronger and more effective than it was before.

Suppose you just founded a brand new fintech startup. You want your app to change the way the world uses money.

Unfortunately, there is a lot that goes into running a fintech company. You might need more than just creating the software for your small team. And that doesn’t even include routine tasks like payroll, billing, and customer service.

The solution is to outsource some of your services to third parties. This path is followed by many startups and even large, established corporations. The global market for IT outsourcing was over $500 billion in 2022, and is expected to almost double by 2030.

Taking breaks from work is important in any field. But it is especially important in tech, where everything feels high-paced and urgent. Even the most stoic of us can’t handle urgent deadlines every day of the year. Taking breaks, both long and short helps prepare the body and mind for better work in the future.

After taking a break, tech workers benefit from all of the following:

Before I started my tech career, I didn’t know quite what to expect. There are many myths and stereotypes about tech that are transmitted through memes or through TV shows like Silicon Valley. But reality is much more subtle, and there are several things I wish I knew before starting a tech career:

The last few years have been a whirlwind for tech leaders. With the Great Resignation, the global talent shortage, and rocky economic conditions topping a long list of challenges threatening to upend their entire function, CIOs have been in the eye of the storm. 

Of course, they’ve had to deal with these issues while also scaling their organizations’ digital transformation –  a task that, in itself, has ratcheted up the pressure on them as the race for strategic digitization intensifies. Which is why it’s unsurprising that with all this as a backdrop, more than more than 1-in-3 (39%) now say they’re either feeling “burnt out” (22%) or worried that they don’t have the resources and support needed to do their job (17%).