Productivity in the digital workplace is often a direct result of effective management. From organizational structure to priorities, employees rely on effective leadership to make the most of a digital environment in a holistic way. But uncertainty at the top is a sure recipe for disaster.
Keep reading to learn more about how effective leaders improve productivity in the digital workplace.
Top management, senior leadership, the C-suite. Whatever the label, these are the people with responsibility for steering the course of an enterprise. They determine overall goals for the organization, set the tone and culture, and drive long-term growth. A key aspect of this role is instilling a spirit of collaboration and innovation that permeates all levels, from department and team management to individual line staff.
Reimagining the Organization
One of the most important trends we’re seeing in the digital workplace is the creation of innovative corporate structures to facilitate transformation by bringing together different disciplines and operational tiers. These cross-functional teams are most effective, of course, in organizations where they have active support from the top. Often, there can be challenges in overcoming inertia or turf boundaries in achieving a new way of working.
For example, departments with new identifiers such as Sustainable Workplaces are focused on addressing all aspects of the work environment to align corporate objectives, enabling technologies and the overall employee experience. In other cases, “infrastructure” groups are stretching their boundaries beyond the traditional facilities management role.
The ultimate pursuit is to eliminate barriers to communication, collaboration, and productivity in an effort to open the organization to new levels of engagement, efficiency, and growth.
Productivity as a Core Driver
Productivity at all levels of the enterprise is essential to meeting corporate objectives, increasing output and boosting efficiency. The end result can be a higher overall ROI on systems and human capital while increasing employee engagement, motivation and contribution.
Senior management can make a significant contribution to improving productivity by clearing away obstacles such as unnecessary budget restrictions, organizational inertia and siloed functional groups so that team leaders and team members can create innovative solutions.
They can also lead the way toward improved productivity by assembling cross-disciplinary teams, conducting strategic assessments and remembering that productivity is less about “tech” than about transforming the employee experience.
Upper Management Priorities
In our experience, here are some of the factors related to productivity from the perspective of senior leadership:
- Meeting corporate goals
- Increasing employee engagement
- Breaking down silos
- Boosting output without overworking employees
- Growing without new hires
- P&L performance
- ROI on investment in systems and processes
- Lost revenue
- Opportunity costs
- Labor inefficiencies
- Budget, cost, ROI
- Organizational inertia and habits
- Siloed internal functions
- Cross-disciplinary teams drawn from IT, facilities management, human resources and business stakeholders to strategize news way of working
- Assessment of current performance, efficiency, competitive position, employee engagement, the applicability of technology, existing vs. new technology resources
- Understanding what affects employee experience and making necessary changes to the work environment
Uncertainty at the Top
There also appears to be some ambiguity concerning several aspects of productivity, according to a study conducted by Jabra.
- 31% of CEOs place responsibility on the board of directors
- 52% of people reporting to the CEO believe the CEO is responsible
- 56% at C-level believe productivity is difficult to measure
- 62% of C-level believe that multiple communication platforms are good for productivity, yet 38% believe a single platform improves productivity
- CEOs believe open office improves productivity, yet knowledge workers say it’s the least productive
The study further remarks that “we urge decision-makers to think carefully about what technologies they implement, how they mandate their use throughout the organization, and how they build a culture where people are free to work in ways that enable them to be as productive as possible. This takes collaboration, flexibility and a commitment to listening to knowledge workers themselves.”
There is clearly an opportunity for strategic partners, from management consultants to technology providers, to help upper management better define productivity and the wide array of solutions available for enhancing it.
A Holistic Approach
Effective organizational management should encompass an integrated approach. And that approach must include a view of employees as people with multi-dimensional needs and motivators.
For example, a study published in the Journal of Occupational and Environmental Medicine stated, “Our results show that mental health, physical health, job characteristics, and support from organizations are the most important determinants of employees’ productivity. This highlights a strong case for promoting workplace interventions aimed at improving employees’ wellbeing and the overall organizational, work, and management culture.”
ViewSonic visual display solutions can supercharge the enterprise by enhancing individual and group performance to optimize competitive advantage and profitability while attracting and retaining highly motivated employees.
On one hand, the seamless sharing of information and ideas through interactive technologies can power motivation, creativity, and innovation. On the other, ergonomic desktop monitor designs can play a significant role in workplace health and wellness.
Learn more about boosting productivity in the modern workplace here: Leveraging Technology to Boost Workplace Productivity: Enabling the Enabler
Or for information on ViewSonic visual solutions for digital transformation, visit www.viewsonic.com.