Corporate Productivity Workshops and Training
Turn a recurring productivity constraint into a measured action plan.
For HR and L&D leaders, executives and functional teams who need productivity training tied to real work. We narrow the scope, establish a baseline and build actions with named owners, measures and targets.
20+ yearsLeading data, AI and productivity teams
40+ marketsLeadership experience across complex organisations
100,000 hoursReturned over 24 months at Mondelēz
When training needs to change the work
The team needs a shared way to fix the constraint.
The programme connects workshop decisions to owners, measures and review dates.
Managers spend too much time doing work their teams should own.
Processes have grown around exceptions, workarounds and repeated approvals.
Training creates good intentions, but no owner, measure or review date.
The 4 Productivity Vectors connects these symptoms and narrows the engagement to one or two vectors and no more than four elements.
The 12-week engagement
Three months from a defined constraint to an owned plan.
Each phase answers a specific question and produces the input needed for the next.
Set the scope
Define the vectors and elements in scope. No more than two elements per vector.
Build the baseline
Interview the people closest to the work and analyse the available data.
Build the plan
Turn the findings into actions with named owners, measures, targets and review dates.
Align
Review the plan with the people responsible for carrying it into the work.
Follow up
Compare measures with the baseline, address what has stalled and close with a report.
What the organisation receives
Concrete outputs at every stage.
Defined constraint and scope
Baseline from interviews and data
One or two vectors in scope
No more than four elements
Plan with owners, measures and targets
Three monthly follow-ups
Closing report
Built around the work in the room
The sessions produce decisions, owners and next actions.
Participants work with their own priorities, processes, decision points and handoffs.
01
Frame the constraint
Agree what is happening, where it appears and what it costs.
02
Find the connection
Use the 4 Productivity Vectors to see which elements are reinforcing the problem.
03
Commit to action
Assign each action to an owner with a measure, target and review date.
The 4 Productivity Vectors
Sixteen elements. A deliberately narrow scope.
The full framework prevents a team from treating connected problems in isolation. The engagement then concentrates on the few elements creating the constraint.
Explore the complete method →Efficiency
Processes · AI Automation · Time Management · Delegation
Effectiveness
Goal Setting · Prioritisation · Decision Making · Communication
Ownership
Accountability · Motivation and Drive · Support Systems · Cross Functional
Wellbeing
Nutrition · Sleep · Exercise · Calmness
Who commissions the work
One programme, three organisational entry points.
Every route uses the same discipline around scope, ownership and measurement.
Tie learning to a business problem.
Set clear participation, outputs and follow-up measures before the programme starts.
Align work across functions.
Clarify priorities, decision rights and ownership where work crosses boundaries.
Fix a recurring team constraint.
Work on the process, behaviour or handoff that keeps slowing the department down.
Experience from inside complex organisations
I have led teams across more than 40 markets and worked across commercial, supply chain, finance, R&D and corporate functions.
Years leading data, AI and productivity teams
Professionals taught across 40+ countries
Hours returned over 24 months at Mondelēz
Annual budget responsibility
Where I have worked
Before you book
Questions organisational buyers usually ask.
Who is the programme for?
Leadership teams, departments and cross-functional groups with a specific productivity constraint that can be observed and measured.
Is this a single workshop or a longer programme?
The core offer is a 12-week engagement. Workshops are used inside the programme to diagnose the problem, align the people involved and build the action plan.
How many people take part?
The right group depends on the constraint and the functions involved. We confirm participants after the diagnostic and keep the working group close to the work being changed.
What information do you need?
We agree the available data during scoping. Interviews provide a baseline where operational measures are incomplete.
How is progress measured?
Every action has an owner, measure, target and review date. Follow-ups compare progress with the original baseline.
Productivity Diagnostic
Bring the productivity constraint your organisation keeps carrying.
Use 30 minutes to define the problem, identify who needs to be involved and decide whether a 12-week programme fits.