There is a host of factors that determine the productivity of an organisation - operating at a number of different levels.
For example, the productivity of an organisation that is making products that are not attractive to the intended customer base cannot be high, irrespective of whether the company is efficient. Then, a company that is making products the customers want has low productivity if it cannot meet the quality requirements of those customers.
So how does a company manage all these factors. It is one of those things that can be explained simply. The company needs to adopt a sensible and appropriate strategy and then execute that strategy effectively.
It does sound simple, doesn't it? Yet, it isn't. The company has to have a kind of 'golden thread' running from the mission and vision through strategy to tactics ,, through critical success factors and on to systems, processes and operations.
Spinning that thread is the job of the executive team - and is why they get highly paid.
We, productivity consultants and advisers, have to keep looking over their shoulders and providing them with data that addresses key performance indicators and helps their planning and decision-making. We can make good executives better - but we cannot make bad executives into good ones.
If they don't recognise the need for the 'golden thread' and the need to pay attention to detail at all levels of the organisation, they are possibly beyond hope . They will (hopefully) address some of the many productivity factors, but they will not have the consistency of vision and approach that aligns all parts (and all people) of the oorganisation in pursuit of key success factors and the eventual mission
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