RAP for organisational productivity: relearning, allocation, parallel bets
Some individual and team productivity practices also translate to the organizational level
- Increasing focus;
- Frequent customer feedback;
- Reducing friction;
- Watching the work product, not the workers;
- Frequent integration
However, organisational productivity goes beyond just a translation of individual and team productivity practices:
- Reducing relearning;
- Improving effort allocation;
- Taking parallel bets
Learning is good; relearning is waste
Relearning refers to reinventing lessons whether about product, ways of working, or technology.
Addressing relearning is about knowledge management and platformisation.
Throughput doesn’t matter if it’s mostly on low-value things
Product capabilities exist within a life cycle.
Let’s imagine two different organisations: A and B. A completes tasks more efficiently than B, but A’s efforts are mostly on commodity capabilities, while B’s efforts are mostly on differentiating capabilities.
A is more “productive” than B but most of their capacity is allocated to low-value capabilities… which means B might actually be more productive from an organisational perspective (value out divided by effort in).
Or course, ideally, we’d want an organisation C that is both higher throughput and better at allocating efforts to higher value activities, but the point is that improving effort…