What Influenced Us
If you want to learn the MetaCell view of the world, it helps to know the influences that helped form it. MetaCell has been around since 2011. Since then there’s been a number of key influencers that have marked the company culture.
- Remote: As an employer, restricting your hiring to a small geographic region means you’re not getting the best people you can. As an employee, restricting your job search to companies within a reasonable commute means you’re not working for the best company you can. REMOTE shows both employers and employees how they can work together, remotely, from any desk, in any place, anytime, anywhere.
- Rework: Most business books give you the same old advice: write a business plan, study the competition, seek investors, yadda yadda. If you’re looking for a book like that, put this one back on the shelf. REWORK is the perfect playbook for anyone who’s ever dreamed of doing it on their own. Entrepreneurs, small-business owners, and artists who don’t want to starve will all find valuable guidance in these pages.
- It doesn’t have to be crazy at work: “It’s crazy at work.” How often have you heard that? Or said it yourself? Probably too often. For many, “it’s crazy at work” has become their normal. But why’s that? At the root is an onslaught of physical and virtual real-time distractions slicing work days into a series of fleeting work moments. Tie that together with a trend of over-collaboration, plus an unhealthy obsession with growth at any cost, and you’ve got the building blocks for an anxious, crazy mess.
It’s no wonder people are working longer, earlier, later, on weekends, and whenever they have a spare moment. People can’t get work done at work anymore. Work claws away at life. Life has become work’s leftovers. The doggy bag. The remnants. The scraps. That’s just not OK. It’s unacceptable.
- The click moment: On the one hand we aren’t surprised by the uncertainty of everyday life, but on the other we believe that success can be analyzed and planned for. It is a revealing paradox. The implications are explosive and they obliterate every common-sense notion we have about strategy and planning.
The Click Moment is about two very simple but highly provocative ideas. The first is that success is random—far more random than we would like to believe. The second is that there are a number of specific actions that we, as individuals and organizations, can take to capture this randomness and focus it in our favor.