The mistake is thinking about hours instead of output. The notion of full-time comes from the factory model, where your output is a function of the time you spend working.
For knowledge work, we have known this is not the case for a very long time.
Peter Drucker has written rivers of ink about the subject.
The most valuable knowledge work, many times happen in the unlikeliest of places: the shower, working out, on a walk, watching tv, etc.
Solutions to problems come when they do, not when you want them to. The main thing that happens at the office is the busy work.
Similar to value based billing in the consulting world
I wonder if we’ll see a future where everyone will be contractors paid by value delivered, and companies compete to keep different people on retainer for capacity. Fun to ponder about
It seems very unlikely that this would lead to value based pricing.
On the contrary: with async WFH + everyone-a-contrator, the supply of work will become much more homogeneous and undifferentiated, which will lead to commoditization.
Doesn’t mean prices will converge to minimum wage! But bargaining power will shift in favor of the buyer (i.e. the businesses)
My problem with value based pricing is that so much of my time is blocked from producing value by management actions. I would be peeved to be judged on one thing and then have my time spent on anything diverting from that.
For knowledge work, we have known this is not the case for a very long time.
Peter Drucker has written rivers of ink about the subject.
The most valuable knowledge work, many times happen in the unlikeliest of places: the shower, working out, on a walk, watching tv, etc.
Solutions to problems come when they do, not when you want them to. The main thing that happens at the office is the busy work.