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Business Productivity in 2010

Business Productivity in 2010

Business Productivity in 2010

The buzzword in organization across the country today is productivity. Governments (federal, state and local), organizations, non profits, and businesses in every business sector are requiring managers, leaders, and rank and file employees to increase productivity, often with less, not more.

The Real Question

In today's hurried world where technology moves at the speed of light, organizations the world over are looking to get and keep even the slightest competitive edge in business. To accomplish this feat they employ various types of production systems, all in hopes of increasing employee output and productivity. Such systems include automated, mechanical, technological, as well as human production systems. The question is not how do we get employees to perform better on the job, but rather, how do we get them to want to perform better on the job (thereby increasing output, productivity, and profits.

Time to Rethink Strategy

Technology also continues to rapidly change the way companies and organizations do business around the world. Problem is many companies continue to operate as businesses did at the turn of the 20th century. In the early 1900's roughly 80% of American workers were considered industrial workers, people working with their hands, and only 20% worked with knowledge. Fast forward to the 21st century (2000) and now nearly 80% of American workers work with knowledge, while only 20% work with their hands. We are smack in the middle of an economy driven by knowledge.

Workers Depend on Knowledge

To remain competitive companies are equipping employees with the necessary technology that allows them to send and receive vast amounts of information-quickly and easily. Employees utilize smart-phones like Blackberry and iPhone, portable laptops, the internet, the intranet, e-mail, voice-mail, text messaging, fax machines, online meetings and conferences, community of practice (COP's), even social networking sites such as YouTube, Facebook and Twitter to pass on information that is vital to staying one step ahead of the competition..

The Missing Link

However, regardless of how an organization utilizes cutting edge technology like the ones listed, it cannot ignore the human aspects of productivity. Humans are the most valuable assets within an organization. Therefore, for organizations to get a sustained effort out of their teams, they have to be committed to doing the things that make them more productive over the long term.

The Role of the Performance Technologist

Now, more than ever before, companies and organizations must think globally. No longer are we competing against our neighbors from across the street or across town, but increasingly we are competing against people across the ocean. Given this fact, leader organizations (those tops in their business sectors) are increasing calling on performance technologist to bring meaning and order, to chaos and confusion as to how best to assist them in meeting their goals and objectives.
The performance technologist acts like a doctor, diagnosing, analyzing, conferencing, then performing surgery on the organization to permanently correct that which is making the organization sick (the bottom line being failure to meet company goals and objectives) so that a permanent cure is achieved.

Conclusion

The buzzword in today's organization across the country is productivity. To maintain a competitive edge, organizations must help employee want to perform better on the job (which in turn will increasing output, productivity, and profits). However, in a world driven by technology, companies must not ignore the human aspects of productivity. Humans are the most valuable assets within an organization, and companies must be committed to their long-term effectiveness.

2010 Cubie Davis King. All Right Reserved Internationally.

Dr. Cubie Davis King, PhD. is an adjunct professor at National University San Diego, CA in the School of Business; and international Performance Technologist with a Doctorate in Training Performance & Improvement (TP&I). His resume includes 9 years military service, 12 years executive positions with Xerox & CitiGroup, 13 years as a consultant to hundred of companies, and keynote and breakout speaker.

He is the author of the new book "Forgotten Secrets: How

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