So coming back and looking at this, one central mystery is: why is the multiplier so high? Some possible answers might be:
Possible answer #1: Operations people are the engine of EA. They make shit happen, which is what ultimately results in impact. EA should raise operations salaries.
Possible answer #2: Operations *positions* are valuable, but operations people are easy to find and easily replaceable, which is why salaries are generally lower than for other positions. Thus, although creating organizations which can deploy operations people is very valuable, operations people themselves are not that valuable.
Possible answer #3: Something else.
I’m also confused about whether operations roles are all similar enough that they can be modelled the same way.
So if I was working more on this, I’d probably:
put some thought about what is happening here, qualitatively, before continuing with the quantitative estimates.
Also, because of simplicity, I’d probably stop at estimating the impact of ops as a multiplier, which could then be combined with specific estimates for specific organizations, rather than combining multipliers with broad cause area factors. That would be more work, though.
So coming back and looking at this, one central mystery is: why is the multiplier so high? Some possible answers might be:
Possible answer #1: Operations people are the engine of EA. They make shit happen, which is what ultimately results in impact. EA should raise operations salaries.
Possible answer #2: Operations *positions* are valuable, but operations people are easy to find and easily replaceable, which is why salaries are generally lower than for other positions. Thus, although creating organizations which can deploy operations people is very valuable, operations people themselves are not that valuable.
Possible answer #3: Something else.
I’m also confused about whether operations roles are all similar enough that they can be modelled the same way.
So if I was working more on this, I’d probably:
put some thought about what is happening here, qualitatively, before continuing with the quantitative estimates.
Also, because of simplicity, I’d probably stop at estimating the impact of ops as a multiplier, which could then be combined with specific estimates for specific organizations, rather than combining multipliers with broad cause area factors. That would be more work, though.