I'm glad that this has worked out for them! It's a scary thing to be sure - upping your costs with uncertain gains. I think when people insist this "wouldn't w

I'm glad that this has worked out for them! It's a scary thing to be sure - upping your costs with uncertain gains. I think when people insist this "wouldn't work" in many cases they are missing the point. This is obviously not a move you make without fundamentally changing how you manage the company, but I think all service delivery companies could make this change. From the article: > Now, many are starting families and buying homes. He estimates one-third of Gravity workers have become debt-free, and two-thirds have significantly cut back on their debt. > Her junior colleagues work harder than ever, she said, easing everyone else's workload in the process. This suggests structural transformation in how the company distributes work and also deep investments in the people at the company. These can be successful strategies! They limit your agility when it comes to staffing changes, but not every problem or opportunity requires staffing agility. I suspect at high levels this kind of thing might also look like Netflix's approach to pay and jobs (high pay, low security)[1]. https://www.npr.org/2015/09/03/437291792/how-the-architect-of-netflixs-innovative-culture-lost-her-job-to-the-system https://www.npr.org/2015/09/03/437291792/how-the-architect-o...