People are messy … not in a physical sense of having a messy desk, etc … but in the sense that every single person on the planet is different. We all have individual likes, dislikes, preferences, tolerances, indulgences, etc – a truly messy combination of quirks and eccentricities that combine to make productive work a highly individual matter.
And this individuality lies at the heart of why organisations struggle to crack the code for improving productivity, especially for those whose jobs consist primarily of interactions with other employees, customers, and suppliers, and involve complex decision-making based on knowledge and judgment.
However, over 50% of all interactions are constrained by one of four barriers – physical and technical – social or cultural – contextual – temporal.
Making matters worse, most executives have a hazy understanding of what it takes to bolster productivity, especially for knowledge workers who now constitute a rapidly growing 60% of the workforce.
Equally, performance metrics can be hard to come by in knowledge work, making it challenging to drive improvement efforts, which often lack a clear owner in the first place. Unsurprisingly, many organisations settle for scattershot investments in productivity improvement and the results are equally haphazard
- Only 30% of employees consider their workplace is configured to optimise productivity
- Just 20% state that changes at their organisation are tracked and measured
With UK productivity down by 17% over the last decade, this Summit explores how leading organisations are responding to the changing nature of work…