I have just returned from the World Productivity Congress in Bahrain - a fascinating event in a fascinating country. I am not going to report on the Congress ... but the spirit of the event is summed up in the Congress Declaration reproduced here. We, the members of the global productivity movement, gathered in Bahrain

I am travelling today from the UK to Bahrain for the World Productivity Congress. I do not expect world-shattering insights ... but I do expect to think  and act a little differently from next week after the presentations and discussions. When I stop learning - and being able to use that learning to think and

Most of us will admit that we are not experts in all areas. (Some of us will even admit to not being an expert in any area.) So, we take advice, help and support from those who know more than we do - or at least we do if we are sensible. Of course we

Lots of management texts and courses tell us about the details of planning, organising and managing.  One problem is that managers can tend to think that they themselves have to immerse themselves in the detail.  They become micromanagers, obsessed about small steps and detail - instead of concentrating on the big picture and trusting others

These two terms are often used interchangeably - but they are different.  Here I am not concerned with technical differences - but with philosophical or attitudinal differences. Organisations that pride themselves on being efficient usually strive to achieve the same performance with fewer resources - doing the same with less. Conversely, organisations that aim to

No-one is quite sure why the UK voted to leave the EU - but a recent study into the habits of 500 SMEs (small and medium enterprises), commissioned by online printing company instantprint, revealed that dealing with HR compliance forms, pension paperwork and health and safety regulations eats up an average of ten hours of the

India is held up as the latest 'economic miracle' - transforming its economy over the last 20 years.  It is often suggested that success is down to 'hard' factors - such as technical ability, capital investment - and, of course, cheap labour. But India has recognised the importance of 'softer' skills ands factors - such

I talked last week about AI - posing the question whether this is the next big technological driver of productivity improvement. Of course, some people are really worried about AI - and its effects on jobs, suggesting that most jobs in time can and will be replaced by some form of automation. However, before that

Technological innovation can drive massive productivity gains - but it is some time since we have had innovations of the size of those in the 1970s and 1980s - when the PC first hit desktops - and 'productivity software' followed. Now industry waits for the next major impetus  - and governments hope we might get

The world needs to improve productivity - if we are to raise living standards, feed the world and avoid water and fuel shortages. Yet, governments seem unable to do this - productivity has been at best sluggish over the last 10 years. Some governments - rightly - see a link between innovation and productivity -