During the pandemic many people changed jobs - though some people also lost jobs. Quite a lot of the changes invalid a switch to a different ,location and/ or to a different industry as people sought out jobs they thought might be secure until at least after the pandemic. The situation has been rather like that
In the UK (snd many other Western countries) companies find it difficult to plan further ahead than their next 3 month reporting period. If their reported performance drops, so does their share price - end their value. This makes long-term planning difficult for CEOs and Boards of Directors. This results in what is termed 'short-termism' Now things
This is a statement you will often see in the UK press (and those in other countries will see similar statements with their country replacing the UK.) IBu is it true? Well, firstly the statement is normally made because someone has read the latest official productivity statistics. This shows that in the aggregate, output per worker
AI has significant potential to help improve healthcare. It can (hopefully) save lives, improve the work and job satisfaction of health professionals’, and make health systems more people centred. It can help address some of health’s largest challenges including a depleted and disheartened workforce, future threats to public health, ageing populations, and increasing complexity of
I have worked extensively in other countries than my own (UK). I have learned many valuable lessons - but perhaps the most important is that local solutions (to productivity problems) MUST be informed by local factors, local priorities, local policies. Take agricultural productivity as an example. Generally agricultural productivity (in terms of yield per acre) is much lower than
A lot of people spend a lot of time fixing problems. Of course, you have to do something about a problem that has occurred - especially if it's one affecting our customers. Burt the real key to problem-solving is to identify the root cause of the problem and sort that out. This prevents the problem
I have the advantage and disadvantage of being old. I remember what I think were 'better times' (but all old people in most historic eras have felt the same. When I first worked in industry, unions were strong and fought well for what they saw as a fair share of the results of productivity gains
How many times have you heard a CEO or senior exec trot out those words. It is a common phrase but a rare company that acts as if they believe it. I have railed before about the invention of the title 'Human Resources' but that's how many companies treat their employees - numbers on the
I worked for some time ii the seafood sector. Traceability was a major issue, as it is across the whole food sector. If there is an outbreak of something like salmonella, rthe authorities need to be able to identify those who might be affected by it. Traceability should work across the whole supply chain - from farm (or fishing
The UK does not have a good record on employee training and development. Compared to many other developed countries the skill levels in our workforce are low. Government incentives to train and develop employees are not strong. - and many employers are fearful about giving employees skills which increase their value to competitor organisations. "Train them