Solving the Productivity Puzzle summary

How many employees are there in your organization? Surprisingly, when the author asks this at conferences, only 35 to 40 percent of attendees actually know the answer. And when they’re asked how many employees there’ll be in 18 months and what skills they’ll need, almost nobody knows.

Here’s the problem with that: It’s a universal law of economics that if the economy is to continue growing, human productivity must also increase every year. But the growth in productivity has remained poor for a number of years, despite advances in technology – that’s the productivity paradox, and it represents a huge challenge. But how can anyone tackle that challenge when so many lack knowledge of not just the present state of their business, but also its future needs? This question is even tougher to answer when you factor in the numerous other challenges that your organization and people are likely to face.

So what exactly is productivity?

For a lot of people, it's like art – they know it when they see it. Others prefer a strict definition straight out of the dictionary. In short, there are many ways to define productivity – but focus too much on nailing it down and you risk losing sight of not just what it is, but what it can be. This makes it hard to really consider your approach.

Diminishing productivity is a complex challenge, but most people agree that for organizations to become more productive and remain competitive, they need to have a pipeline of new ways of thinking and innovative ideas. And it’s also becoming clearer that there’s a link between engaged employees and innovation.

The key message here is: To get results, work smarter and implement PEIP.

There’s a revolution going on: together, science, technology, and research are changing the world. 

Quantum mechanics, for example, is creating opportunities for the creation of machines that will process information at rates impossible for the human mind to comprehend. And mapping the human genome has opened up the possibility of reversing aging effects or growing replacement body parts! 

Naturally, before implementing PEIP your organization will need to hear some details about why it’s a good idea. The relevant decision-makers will probably ask a lot of questions, such as What do you want to do, and why now? What are the outcomes? And What are the benefits – both qualitative and quantitative? 

Ultimately, they need to understand the risks, challenges, and opportunities of implementing PEIP, as well as exactly how it’ll be done and how much it’ll cost – not to mention what it’ll cost them to do nothing. To answer these and other questions, you’ll need to create a formal document.

Humans are not simple machines that produce stuff. And simple incentives – that is, carrots and sticks – don’t create behaviors that result in more stuff. Even if they did, that’s a pretty low bar to aim for. Instead, focus on the opportunity for a workplace revolution that creates engagement rather than drudgery. The goal isn’t just to change the way people work; as the author says, it’s “about society at large and how we live in it.” 

There are challenges to achieving this goal, but also a clear way forward – one that involves everyone.