Productivity is Key to an Effective Culture

Personal and team productivity is a reflection of an organisation’s culture as well as a driver of an effective competitive culture.  If you are a business owner or leader you should ensure productivity is a driver and not a reflection of a disengaged unfocused culture.  Forget the days of ‘time management’ and realise that in the information age with most employees considered ‘knowledge workers’ productivity must be on the radar of every manager in an organisation.


On an individual level there are a plethora of productivity systems and tools.  In my thirty years of leading and consulting to organisations, it is premature to develop and roll-out a strategy without ensuring the leadership team and the people working in the organisation are not fully equipped to execute.

There are some basics to personal productivity and I will delve more into to this topic in future posts.  It is one thing to assess a productivity system on its process and tools.  It is an entirely different project to assess a productivity system on the basis of how it will contribute to building a competitive and effective culture.  I can gauge the ‘productivity maturity’ of an organisation and individuals simply by observing their use [or lack thereof] of calendar and task management tools.

Designing and implementing productivity systems and processes for organisations is an area Metacomm has particularly high levels of expertise.  As I mentioned earlier the days of sending some people to ‘time management’ training are long gone.  As a leader in an organisation you need to address productivity top-down, bottom-up and inside out.

There are a few ‘high level’ keys to building productivity in an organisation, here are some we help our clients achieve:

  • Choose software tools and systems that have a low ramp up to people becoming proficient in their use.
  • Limit the number of software systems and tools to the ones you need to achieve your strategic objectives and no more. I worked with one organisation that discovered over 250 different software applications operating in the nooks and crannies of the business.  The ones ‘sanctioned’ by corporate IT were under 20.
  • Implement a system that supports execution by cascading the strategy down to the individual level. Make the objectives and goals clear for each level by including timeframes, resources available, deliverables and how the objectives link to strategy.  Included in this system must be a meeting process for teams to communicate progress and remove any road blocks.
  • Ensure your leaders and managers are constantly and consistently communicating to the teams on topics such as –
    • Strategy
    • Goals
    • Progress towards goals
    • How different departments and teams are contributing to the strategic objectives.
    • Explain what the senior management are doing to keep the business competitive and growing
    • Permit the asking of questions and submission of ideas by individuals in the organisation and ensure these are followed up.

We always welcome ideas and questions about productivity.  Please feel free to leave a comment here or connect with us on Google +.

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