Measuring Invisible Work: the coordination load that caps organisational capacity
Most leaders measure headcount, revenue, and productivity, but almost nobody measures the invisible work required to bridge the gap between how work is designed and how it actually gets done.
As…
Symptoms Versus Sources of Invisible Labour: unclear ownership and fragmented process design
Most operational improvement efforts focus on visible symptoms: too many meetings, repeated follow-ups, delayed decisions, duplicated effort, and constant firefighting.
But those are rarely the…
Burnout as a System Signal: why invisible coordination work concentrates on your best people
Many organizations treat burnout as an individual resilience problem. In reality, it is often a signal that the organization's highest performers have become the unofficial coordination…
Generative and Compensatory Invisible Labour: why equal effort produces unequal energy
Most conversations about engagement focus on motivation, purpose, or culture, but they often ignore where employees actually spend their time. Margot introduces the distinction between generative…
When Reliability Becomes a Tax: making absorbed coordination work visible
Margot recognized that the same invisible work keeping households functioning was quietly shaping organizational performance as well. When important work consistently gets done, leaders stop asking…
What Burnout Surveys Miss: invisible labour as a cause rather than an outcome
HR and People leaders often see burnout through engagement scores, turnover risk, and wellbeing data. But those indicators tell us that people are struggling-not why.
Margot introduces invisible labor…
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