The Concept of Stewart Brand’s Pace Layers
In today’s rapidly changing world, where technology and trends evolve almost daily, Stewart Brand’s concept of “pace layers” offers an intriguing perspective on how complex systems grow and adapt to new realities. The simplest analogy is a multi-layered cake. Brand described six layers: the slowest-changing nature, followed by culture, governance, infrastructure, commerce, and the fastest-changing fashion.
Layer Distribution in the Context of Enterprises
Let’s start with the fast layers. These are the parts of a company that must be quick and flexible, like products tailored to current trends or marketing strategies. Thanks to these, the organization remains competitive and operates in line with the latest knowledge. These elements are like leaves on a tree, constantly changing with the seasons.
Next, we have the slow layers, which resemble the tree’s roots, providing stability to the company. These include the company’s core values, its long-term vision, and organizational culture. These elements change, or should change, rarely. This stability allows the higher and faster layers to grow very quickly.
A lack of balance between the layers is a recipe for failure – both in business and in HR. A company that focuses too much on the fast layers may ride the wave of trends for a while but risks losing its identity or burning out. On the other hand, a company that focuses solely on the slow layers may be stable but miss new opportunities and ultimately become irrelevant in the market.
Business Examples: Blockbuster and Polaroid
Blockbuster and Polaroid are two companies that became symbols of success but also warnings about failing to adapt to a changing market. Blockbuster, a giant in video rentals, ignored the growing popularity of streaming and rejected an offer to buy Netflix for $50 million. Today, Netflix is a global leader, while Blockbuster declared bankruptcy in 2010.
Polaroid, an iconic brand in photography, dominated the market with its cameras. The organization failed to foresee the coming digital revolution. Focusing on past successes rather than investing in new technologies led the company to bankruptcy in 2001. Both companies are examples of how a lack of innovation and excessive reliance on existing foundations can lead to the downfall of even the largest and most dominant market players.
Pace Layers in HR
In my opinion, Brand’s layers can easily be adapted for HR. In HR, fast layers include recruitment strategies, employee benefits, or the latest HRTech, which through automation helps HR professionals focus on the most important aspects of their work.
But HR also has slow layers, such as the company’s values, employee development programs, and long-term diversity initiatives. These elements form the foundation that creates a strong, stable work culture.
If an HR department focuses only on the fast layers, it may quickly attract new employees but will struggle to retain them. On the other hand, if it focuses only on the slow layers, it may build a loyal team but miss the opportunity to attract fresh talent and diverse ideas.
Finding the Balance
The best companies are those that find the right balance between fast and slow layers. They can quickly adapt when necessary, while also staying true to their core values. In a world where it’s easy to get caught up in the latest trends, Brand’s concept of dynamic layers reminds us that true strength lies in the ability to balance the need for immediate action with long-term stability.
Do you know of other examples of companies that missed their chance or changed too quickly?
Strava Jockey: The Indonesian Phenomenon of Buying Athletic Results
In Indonesia, a trend known as “Strava jockey” is gaining popularity, where users of the Strava app sell their athletic results to other users. Strava is a fitness-tracking app that allows users to share their running and other physical activity results.
Following the COVID-19 pandemic, Strava running became more popular due to increased health awareness and the promotion of a healthy lifestyle by the media during isolation. Young Indonesians, such as Wahyu Wicaksono and Satria, mentioned in the article, are capitalizing on this trend by offering their Strava results for sale.
Experts explain this phenomenon as a need for social acceptance and the pursuit of a falsely idealized image. This leads to dishonest practices and even potential legal consequences if buyers profit financially from the activities purchased on Strava.
Neurodiversity Pays Off
Auticon operates in the IT sector and is exceptional in many ways—out of 600 employees, 500 are individuals diagnosed with autism spectrum disorder. By focusing on the talents of neurodiverse individuals, the company effectively challenges the traditional notion of the “ideal employee.” Attention to detail, analytical thinking, and problem-solving abilities are just some of the traits that Auticon identifies as crucial for success in the tech industry.
Marcin Myśliwczyk, CEO of Auticon Poland, notes that the biggest challenge in promoting neurodiversity is changing the mindset of managers.
“My main challenge as a manager at Auticon Poland is to ensure that when Polish managers hear the word ‘autism,’ they associate it with opportunity,” says Myśliwczyk.
What Can HR Learn from the Executive Editor of The New York Times?
Managing a team amid intense cultural and ideological clashes is one of the most challenging tasks for modern leaders. Joe Kahn, the executive editor of The New York Times, has faced this challenge as he motivates his staff to tackle controversial topics, even when these issues may cause internal tensions and opposition.
In February 2023, the newspaper faced criticism for bias in its coverage of issues related to transgender and non-binary individuals. After the attacks on Israel and the war in Gaza, Kahn once again had to deal with tensions within the newsroom.
Kahn emphasizes that the role of good journalism is to address difficult topics that may spark controversy. His approach can serve as an inspiration for HR departments that must manage diverse teams in times of increasing polarization.
What challenges do you encounter in managing diverse teams in your role, and what strategies do you use to overcome them?
How AI Enabled WeNet to Increase Profitability While Reducing Workforce by 500 Employees
Artificial intelligence is transforming the labor market, and the case of WeNet, a company specializing in online marketing for small and medium-sized enterprises, is a prime example of this trend. Thanks to AI, WeNet reduced its workforce by about 500 employees while significantly increasing the company’s profitability.
Last year, the company achieved revenues of 205 million PLN and an EBITDA of 50 million PLN. This year, it expects revenue to grow to 330 million PLN and EBITDA to 100 million PLN. A key achievement has been a fivefold increase in productivity in the creation of website content, made possible by the implementation of AI.
Despite significant automation, WeNet still requires employees for customer service, demonstrating that AI is not yet capable of fully replacing human labor.
Flexibility. The Key to Employee Satisfaction
The COVID-19 pandemic has revolutionized our perception of remote work and flexible working hours. It has demonstrated that productivity does not have to suffer when employees have greater control over their schedules. This realization has left many companies grappling with tensions surrounding the return to office life.
Research from Harvard Business Review indicates that employees who have the flexibility to manage their working hours are more satisfied with both their jobs and personal lives. Interestingly, the number of hours worked is not the primary factor influencing satisfaction. Flexibility—the ability to tailor working hours to individual needs—appears to be the decisive element, which also explains the resistance to returning to traditional office settings.
Examples of companies that have implemented flexible working hours or allowed remote work show that such an approach not only enhances employee satisfaction but also brings organizational benefits, such as increased productivity and lower staff turnover.
The Service Sector Drives Growth in Women’s Employment
The service sector, which accounts for over two-thirds of global GDP, plays a crucial role in shaping the future of women’s employment. According to research by the World Economic Forum, in 2021, 59% of employed women worked in services, up from 44% in 2000. This significant increase underscores the growing importance of the service sector in promoting gender equality.
Services, particularly those related to remote work and women-led businesses, offer numerous benefits, such as greater flexibility in working hours and better opportunities for professional development. However, despite these advances, challenges remain. High levels of informal work and the low participation of women in STEM fields (science, technology, engineering, and mathematics) highlight the need for continued efforts.
To accelerate the economic empowerment of women, it is essential to better align care systems with women’s needs and increase access to financial resources. Collaboration between governments and the business sector is key to creating conditions that foster equal opportunities in the workplace.
Have you come across an interesting article, podcast, or book that you think might interest me? Let me know in a private message on LinkedIn!
Until next time,
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