A new research paper produced by Lancaster University’s Work
Foundation and commissioned by Citrix, fitting called ‘Productivity, Technology & Working Anywhere’, has aimed to explore exactly that, and has
yielded some interesting insights in the process. For instance 24% of UK-based
managers questioned for the report believe their organisation is not
technologically ‘forward thinking’, which is having a knock-on effect on
productivity. Additionally a whopping 63% of knowledge workers polled believe
they are no more productive today than they were three years ago, with 17% even
admitting to being less industrious now than in the past.
The survey, which involved 1,000 knowledge workers and 500
managerial level employees across the UK, did show a clear and positive link
between correctly-implemented technology and workplace productivity, but
insists that any potential gains are often squandered due to poor business planning,
a lack of innovation, out-dated IT, and low uptake of flexible working
cultures, all of which appear to be far-too-common amongst UK businesses.
Reassuringly those polled to seem to recognise the positive
impact that technology can have on the workplace and the productivity levels of
the staff working within, as demonstrated by the 80% of workers polled who
openly acknowledged the positive effect access to technology can have on their
productivity levels. As for which factors are deemed most crucial in regards to
the productivity levels of the workforce, 53% of employee-level respondents
insist that technology is a top influencer, while 45% say the same of changing
working practices such as flexible working. The managers seem largely in
agreement, with training and skills (51%), stronger leadership (46%) and better
technology (44%) listed as key points of focus for improvement.
In an effort to resolve this clear and widespread issue, the
authors of the report outlined four key recommendations for businesses:
Leadership: It is vital that leaders both tell the story,
and live the values embodied in it. Leadership visibility, accessibility and
storytelling are therefore crucial in times of change to raise sights and build
the aspirational goal or vision to work towards.
Innovation: Organisational productivity could be enhanced by
explicitly acknowledging that some individuals are more comfortable with
experimenting with new technologies and processes than others. By supporting
such ‘innovation champions’ or ‘intrapreneurs’ – who aren’t always at the
senior level but have the skills to identify and put new processes into
practice – and giving them room to make mistakes, organisations set themselves
up to discover new and more efficient ways of performing for their customers or
users.
Policies, procedures, evaluation & planning: Once new
innovations and practices are more widely rolled out, it is important that the
fit between old and new are appropriately reviewed and old policies updated,
otherwise the effects of new ways of working will be limited. It is essential
therefore that in any change programme, organisations deploy transparent
systems and processes to support the new delivery on the ground.
Management & employee engagement: A successful change
strategy also depends on a collaborative approach which pools knowledge,
expertise and resources from across the organisation. Rather than simply
deploying new technology deemed appropriate by the leadership, the resulting
vision needs to be built on a strong rational, case for change at all levels.
Line managers play a critical role here as the interface between employees and
the strategic decision makers in an organisation.
Sam Bonson
Sam is an aspiring novelist with a passion for fantasy and crime thrillers. He is currently working as a content writer, journalist & editor as he continues to expand his horizons.
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