Publications

  • XeP3 Solving the Productivity Paradox

    March 2012, Decision Sciences Institute: 'Solving the Productivity Paradox '
    by Danny Samson, Feature Editor, University of Melbourne, Australia; and Tom Bevington, Bevington Group

    Twenty-five years ago, Wickham Skinner of the Harvard Business School published a landmark article called "The Productivity Paradox" (HBR 1986), pointing out that despite best intentions, large efforts, and the adoption of all sorts of improvement programs and initiatives, productivity seemed to be hardly improving. Just three years ago, Sirmon, Gove, and Hitt (2008) repeated his message in a strategic context, saying "there is an urgent need to understand how to achieve the idiosyncratic bundling and deployment

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  • Leave it to the staff - They managed last time didn't they?

    Journal Vol 36 / Issue No 1, 2013
    by Professor Danny Samson Professor of Operations Management, University of Melbourne and Tom Bevington Chairman, Bevington Group, Management consultants

    Our media continues to devote kilometres of space to "Australia's productivity issue" but not one has proposed solutions. The ABS and Grattan Institute's figures show that existing approaches have not delivered at any time in the last decade. Productivity has been flat or has declined in each year. Australia needs to look somewhere else for answers – but where?
    Meanwhile the debate rages between policy settings and workforce flexibility and the need to concentrate on

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  • What is stopping you getting satisfaction from your job?

    by Diana Perry, Chief Product Officer, Bevington Group

    We are on an endless treadmill, it seems that we are working harder but achieving less.

    Let’s start with the facts -

    According to the ABS approximately, 15% of the workforce work 50 hours or more in a week. That is approximately 1.75 million Australians. So if this is you, you are obviously not alone. The ABS goes onto say “Excessive working hours can be detrimental to productivity and to wellbeing through stress and a lack of work/life balance.” From the perspective of the organisation working staff long hours really has no benefit

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  • The Problem with New Year’s Resolutions

    Light As the year comes to its close, we reach the inevitable introspection that leads to pondering our New Year’s resolutions. We review the ledger of the good, the bad and the indifferent. On the outcome of this scale we decide whether the year was positive or one of those that should be dumped in the garbage not to be recycled.

     

    Based on data from the USA, 45% of people usually make New Year’s resolutions, of these only 8% actually achieve their resolutions. Interestingly, New Year’s resolutions fall into four broad categories 1) self-improvement or education related resolutions, 2) weight

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  • When aberrations become the norm in the Workplace

    How do the disruptions creep in?

    By Diana Perry, Bevington Group & Izabella Kobylanski, Planning Results

    Businesses are under constant pressure to deliver short-term results. Consequently, productivity is continually being reviewed and scrutinized, whether at an individual, departmental, organisational, industry or national level. Not surprisingly, the business world has taken on the mantra coined by Paul Krugman in 1994 “Productivity isn't everything, but, in the long run, it is almost everything”.

    Today an important measure of business success or failure is ‘output per worker’. To remain competitive, businesses invest in various technologies to assist in improving output. If that does not

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