[LEO CHIODI]

At the moment I record this audiocase, this is the song that ranks #1 on the Spotify charts

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[THE WEEKND SAVE YOUR TEARS MUSIC PLAYS]

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[LEO CHIODI]

But what does this have to do with what we are going to talk about today?

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Nothing. But Spotify has

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[VIGNETTE]

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[LEO CHIODI]

Today we are going to talk about how Spotify has been organized in terms of working model, also how these models have inspired Essay and, why not, its way of working?

The company recently blogged that they started the Work from Anywhere movement internally.

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According to Spotify , the WFA (as they are calling the model) will allow their employees to choose a “way of work”, in which they can define whether they prefer to produce remotely or in their own home, with the goal of having “ a workplace that is not built on the premise that employees need to meet in a traditional office.”

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According to the Business Insider website, even choosing where they prefer to work and opting for the Home Office, Spotify professionals will keep their salaries in the cities where they work.

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Even so, Spotify highlighted that the initial implementation of the program will have “some limitations” related to the cities and countries chosen by the employees to avoid time zone difficulties and laws of regional entities. Which must be a big challenge for a big company, with a high number of employees.

Here at Ensaio, as we have a lean team, we have already managed to "dribble" these challenges, having members of our team working from Australia, for example, without losing quality of communication.

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With this transition, Spotify plans to re-evaluate over the next few months or years the cost-effectiveness of maintaining large and expensive offices in New York and elsewhere.

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It is important that we do not confuse this model with the Home Office , which has its differences, for example:  

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• Time flexibility isn't as great as Work from Anywhere;

• You need to be in a stable connection at all times;

• Most of the time, it is shared with face-to-face work. So it's more complicated for those who live far from the company's plant, for example;

• It can be a "gateway" to more flexible models;

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In an official note, Spotify says, "Effectiveness cannot be measured by the number of hours people spend in an office. Instead, giving people the freedom to choose where to work will increase their productivity."

This is a very important point, which we even adopted here at Essay. We don't care so much about the number of hours worked, but about goals achieved (set together) week by week.

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Here it is nice to highlight some beliefs that Spotify listed in its official note:

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The company also says that "a distributed framework will challenge us to improve our communication and collaboration practices, processes and tools."

This is very important.

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Including, if you want practical tips on how to switch to the remote model without losing your team's creative focus, take a look at Peak 1 of this issue, where I'll tell you a little about our experience here at Ensaio, with methods and tools for you apply.

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Also because we have been applying this model for over 2 years, so we have experience with mistakes and successes to be able to pass it on to you.

Thanks for listening to me this far, but there's more.

Every Tour has an exclusive Peak for subscribers of Epifania, our secret group in which we publish innovation tools tutorials, innovation pills, exclusive tour sessions, of course, Prototyping spin-offs and to top it off we do giveaways!  

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In this edition, we spoke with Renato Contaifer and Renato Caliari, specialists in innovation in work models about what really should happen and how it can happen in a future that has already started today with new ways of organizing.

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It's pretty cool. Just go to essay.cc/epiphania to learn more about the community.

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