In Part 1, we looked at why most productivity initiatives miss the mark: they treat symptoms rather than the digital operating conditions that create them.
The UK data shows something uncomfortable - 68% of workers can’t use digital tools to improve productivity (and it’s declining), while 28% are “on the cusp” - close but blocked by structural issues, not capability.
So what actually works?
A board-level way to think about productivity
If you’re a leader reading this, here’s a more useful mental model than “how do we get people to do more”.
Think about productivity as an outcome of four conditions:
1) Blueprint: Structural health
Do we have documented processes, clear ownership, and information that is easy to find?
2) Forge: Digital capability
Can people confidently use the tools required for their role, including improving their productivity with them?
3) Shield: Governance and risk
Are we clear on policies, data protection, acceptable use of AI, and how tools get approved?
4) Amplifier: AI and automation
Only once the first three are in place, what do we automate for ROI?
This is the logic behind the Ascendz Digital Maturity Framework, and it’s exactly where the Lloyds report points if you read it through a productivity lens.
What to do instead of “more training”
If you want practical, high-leverage actions that improve productivity without turning your business into a training academy, here’s where I’d start.
1) Make productivity measurable
Pick 3 common time leaks and baseline them:
- time spent searching for information
- time spent on manual data movement
- time lost to tool friction and waiting for help
Even rough numbers create clarity and urgency.
2) Standardise the “official stack”
Most organisations have tools, but not agreements.
Define what is official for:
- communication
- file storage
- task management
- client delivery
- documentation
Reduce tool sprawl and shadow systems. Productivity loves simplicity.
3) Fix information architecture before you automate
File structure, naming conventions, permissions, and a clear “single source of truth” are boring, but transformational.
Without this, you are paying people to search.
4) Target cusp skills, don’t re-train everyone
Because 28% are so close, focus on the smallest gaps that unlock productivity:
- real-time doc collaboration
- working with shared drives properly
- basic spreadsheet competence
- using templates and SOPs
- using AI safely, with clear boundaries
This is the difference between capability uplift and training theatre.
5) Treat AI as a governed capability, not a perk
If you want AI productivity gains, give people:
- acceptable use guidelines
- do and don’t examples
- prompt patterns for their role
- a safe place to ask “stupid” questions
You will get better outputs and lower risk.
The simplest takeaway
The Lloyds report does not paint a hopeless picture.
It paints a mature one.
Most people can function digitally. But not enough people can use digital tools to drive real productivity.
So the next era of productivity is not “more hustle”.
It’s:
- better digital working conditions
- fewer tools, used properly
- clearer processes
- governance that supports safe AI
- targeted capability closure
If you’re leading a service organisation, this is one of the cleanest paths to margin, speed, and sanity.
If you want to go deeper
Comment with your industry and team size - I’ll tell you the single most likely productivity leak you have and what I’d fix first.