Consultants usually specialise in .... productivity, quality, organisational development, innovation, or some other 'improvement' topic. This suggests that the business world is full of tools and techniques that must be selected carefully according to the kind of situation - and kind of problem - being considered. However my experience is that most of the tools

I was recently looking at some documents I had created a few years ago.  My first thought on reading them was that they were out-of-date, but on re-reading them, I realised the format and appearance was out-of-date but almost all the content was still relevant. Sometimes we get confused by, or seduced by, the medium

I'm sure that even if you haven't read Thomas Piketty's book, Capital in the Twenty First Century, you will have seen the controversy surrounding his suggestion that we need to substantially raise taxation of the wealthy to force a 'better' redistribution of wealth (or more properly, of capital). Picketty takes special aim at those with capital

I spoke last week about the problems of interpreting productivity figures. Recent data from the UK's Office for National Statistics suggests that across the economy, productivity is still 4.3% below the pre-crisis peak and if it had continued growing at the pre-crisis trend, it would be 20% higher than today. This has some advantages.  Output is up slightly -

Explaining productivity figures needs interpretation and judgement. For example, the UK has had low productivity growth for the last few years. Why? Bank of England economists suggest that one reason might be that fewer businesses have collapsed in recent years, meaning fewer workers have moved from low productivity into higher productivity firms. As the economy

I’ve recently returned from Greece where I was privileged to visit the site of the oracle at Delphi – a major centre of  world communication in the 5th century BC.  The size and scale of what was the Temple of Apollo is staggering – this was both a communications and commercial centre of real magnitude.

On my recent visit to India, I visited a number of organisations and facilities where the senior mangers were critical of the performance of the workforce - citing their reluctance to work harder as a major reason for low productivity. My many years of experience has taught me that this is rarely the case. If

In a recent trawl across productivity writings - papers, blogs and so  - which I find useful both just to keep in touch and occasionally inspire me to new thought -  I came across the following.. Decide on a plan, get your supplies and ready your team. This is how you set yourself up to

I've been in India for a week talking about a number of issues, including skills development.  India is making a big investment in Sector Skills Councils to try to work with industry to identify and fill skills gaps. Unfortunately, this dialogue is not proving easy.  Industry is not used to being consulted and to participating