Productivity, together with motivation, represents the top value of the enterprise. The two values are the essence of the continuous cycle of the consolidated expansion that represents the contemporary challenge of the enterprise towards a contemporary market really favorable for uncertainty, impulsivity, speed and acceleration.

Since always,

The economy has endeavoured to make the motivation of organizations strategic, in terms of definition and involvement in the corporate culture and the realization and sharing of challenging strategic priorities. Collective intelligence is the human driver that is characterizing the success of companies in the global context.

As seen from the next graphic, the enterprise is successful if its motivation, its intelligence and active,
is achieved in productivity, in radical ambition, which, in turn, regenerates further motivation and consequent
new productivity and so on, in a theoretically unlimited cycle.

But what is productivity?

  • The quantity of: is the quantity of results obtained on the basis of the motivation. Note well, the amount of results, not actions, as is commonly assumed, causing continuing misunderstandings in business organizations. If we think about the three dimensions of the universe, it represents the matter.
  • The quality of: represents the time taken to obtain the quantity of results. As you can well guess, it certainly does not represent how the result is made. Always referring to the three dimensions of the universe, it is
    the “space”.
  • The intention to: that is the action of the ‘ambitious intelligence in wanting to grow production through two continuous decisions:

Increase the quantity in quality, to better say the results in the units of time

Increase quality in quantity, to better say shorten the unit of time in results

Transforming such data into the reality of the enterprise, productivity is useful not only to see it in a vertical optical, but also in a horizontal dimension, as the following diagram proposes:

  • The quantity is the business order
  • Quality is the corporate delivery
  • The intention is the corporate income
  • Innovation is cost control without compromising, but implementing company productivity

I think this is an interesting reading of productivity.

As I said, if for motivation it was possible to develop a theoretical and applied strategic formulation, for productivity it was not so. Every intention of improving the company’s productivity has been reduced to purely tactical interventions such as lean production, management control, management engineering attempts, speculation of the various certifications, the six sigma, etc.

They are all useful activities of improvement and control of the production, but no enterprise has succeeded in generating the real and objective productivity of the organization.
Clearly, this continuously compromises the corporate motivation, generating it in a false motivation that leads to a false productivity, continuously improved in the best of cases, but, i repeat, never obtained and, above all, measured.

What is objective productivity?

The productivity is useful and unique to obtain in the ordered times the challenging corporate vision. Certainly not productivity is simply going better, less worse than business or cheaper.

It seems clear, that in such false productivity, the entrepreneur finds it very difficult to grow in order in the current market, which instead provides a strategic approach to both motivation and productivity.

In fact, faced with the growth of the enterprise, the stress (false motivation) and the incidence of the business costs associated with the uncertainty of the margins (false productivity) are common and repeated consequences that tend to weaken the internal and external organization and its positioning in the market.

The ideas market, the contemporary market, obliges to a scientific approach of the enterprise to achieve the lasting success of the organization in consolidated expansion for maximum utility and uniqueness in the market and become ethically and aesthetically “the most highly desirable”

Every tactical intervention to improve production never leads to the achievement of productivity in exponential value. In such false productivity the organization tends to disintegrate, condition itself and conform
if there is no additional motivation from the leadership or indebtedness on the part of
external (personal, market and bank financing).

In fact, the strategic approach to productivity necessarily concerns coherence to culture and business strategy. Productivity is not more or less effective actions, but decisions designed for profit, perspective and collective prosperity.

The intelligence of the organization must be realized in a radical ambition that involves the attitude of people to regulate every business aspect, making precise and punctual intentions to be better among better people. the productivity process also makes suppliers and customers better and more productive.

That’s why I said that productivity becomes a shared collective project to create profit, that is, well-being for all, prosperity and business prospects, for the ethical right of the enterprise to success in the market.

This process is best understood by reviewing the 4 successful drivers.

It quickly emerges that strategic productivity analysis is about giving meaning (area of intelligence) and order (area of ambition to business processes.

The business processes are the set of decisions of the internal and external organization to obtain the productivity useful and unique to obtain the challenging vision in coherence to the corporate code of ethics. The ideas market does not demand improvised results, but results that are motivated and consistent with the ideas that have thought, generated and realized them.

The risk of yet another lack of strategic and scientific approach to productivity is to improvise a non-growth of the organization and to weaken the intention towards the improvement of the desired results for and with the community. False expansion becomes a dangerous premonitor of failure to worsen the quality of life of organizations. The disorder resulting from an unordered, consolidated expansion leads to a worsening of people’s motivation and weakens the position of the company in the market.

Lack of productivity does not regenerate collective motivation, first, and then individual motivation by triggering antagonistic attitudes to growth, such as resistance to change and worsening.

As can be seen from the following diagram, which analyses the fundamental phases that a successful enterprise must go through today, productivity synchronizes strategy with tactics.
Without such a step, self-financing to innovate more and more radically the enterprise becomes indebted and compromised to the contemporaneity of the approach towards the decrease.
It is no coincidence that this is a real problem that afflicts Italian companies,
always more in search of credit, instead of reviewing the approach to your own productivity to get the vision.

The strategic analysis of productivity is concerned, first of all, to measure the objective productivity by virtue of the vision, that is, of who wants to become in terms of maximum usefulness and uniqueness the organization in the market system. Productivity can be manifested on the basis of 4 different stages which then allow a synthetic logic of strategic and tactical decisions that must put into play the attitude of the organization.

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Author

Luis Humberto Ferrari Blanco

Luis Humberto Ferrari Blanco

He graduated in economics and business administration from the University in Parma, specialization into International Marketing. He dedicated to his three lifetime passions: people, economics and mathematics. after that, a 6-year experience in a formative organizational consulting company. On october 18, 2012 he founded hengi, human engineering, together with Claudio Baldassini and Sara Gavazzi. Sara unfortunately died prematurely in August 2017.
Luis Humberto Ferrari Blanco

Luis Humberto Ferrari Blanco

He graduated in economics and business administration from the University in Parma, specialization into International Marketing. He dedicated to his three lifetime passions: people, economics and mathematics. after that, a 6-year experience in a formative organizational consulting company. On october 18, 2012 he founded hengi, human engineering, together with Claudio Baldassini and Sara Gavazzi. Sara unfortunately died prematurely in August 2017.

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