Productivity isn't about chasing a single metric—it’s about delivering real value. Mark Cruth, Principal Modern Work Coach at Atlassian, shares his insights on redefining productivity, shifting focus from outputs to outcomes, and leveraging a strong System of Work to align technology with collaboration. In this interview, he explains how organizations can bridge the gap between IT and business by fostering intentional connections and creating scalable, high-performing teams. This blog post is an extended version of our YouTube video, offering deeper insights into the key concepts discussed.

‍

How do you define productivity?

Productivity is a word that I feel is often misused in many ways. For me, productivity is unique to every organization, but the way I see it is simple: it’s about the relationship between effort and value. High productivity means getting more value out of the work you put in. It’s about saying, “I invested X amount of effort, and I received more than X in value.” On the other hand, low productivity means putting in a lot of effort without seeing a meaningful return.  

One of the biggest issues we face with productivity today is the obsession with finding a single metric to measure it. Many organizations rely on metrics like the number of widgets created or the number of story points completed. However, this approach is flawed. The challenge is that every organization is different, and productivity means different things for different teams. Instead of searching for a universal metric, companies need to focus on value delivery.  

‍

Measuring productivity: align work with value

‍What commonalities do you see across different work cultures, and what are the global challenges?

‍

Ultimately, productivity comes down to delivering value. If an organization can define what value means to them, they can begin to measure productivity in a meaningful way. Each team can then align their work with that value and create metrics that reflect their contribution. Relying on story points or similar measures can be misleading because they can be gamed. If a team is pressured to increase their story points, they might simply inflate their estimates rather than actually becoming more productive. True productivity isn’t about arbitrary numbers – it’s about value creation.  

Another pattern I’ve observed is that organizations tend to focus on simple, output-based metrics rather than outcome-based ones. For example, delivering a certain number of features or completing a set number of tasks is often equated with productivity. However, these outputs don’t necessarily correlate with actual value. To improve productivity, organizations must shift their focus from outputs to outcomes. This shift is necessary across industries, countries, and organizational structures. The emphasis needs to be on the impact of the work, not just the volume of tasks completed.

‍

System of Work: how technology and organizations function together

What does the concept of System of Work mean to you, and why are you excited about it?

‍

I’m particularly excited about the concept of System of Work. For Atlassian, this represents a holistic view of how technology and organizations function together. Every organization, at some level, is a technology company. While this might sound cliché, it’s true – businesses rely on technology to get work done. In the age of AI, this is even more critical. From tracking action items to creating marketing assets, teams across different functions depend on technology.  

Our System of Work aims to integrate technology with the ways teams collaborate. Initially, Atlassian focused on technology teams – development teams, service teams, and similar groups. Over time, we realized that these teams don’t work in isolation. A development team might collaborate with HR, marketing, or finance, and these interactions need to be seamless. A System of Work helps organizations establish common tools and workflows, making collaboration more intentional rather than leaving it to chance.  

One of the biggest challenges organizations face without a system of work is that they allow teams to operate independently without clear connections. Instead of relying on chance, businesses need to be deliberate about how teams interact. The key to success isn’t just implementing a tool like Jira to bridge business and technology teams – it starts with conversation.  

‍

What advice would you give to those trying to bridge the gap between IT and business?

At Atlassian, we have a playbook called "Network of Teams," which focuses on building relationships across different teams. If a technology team wants to collaborate with a business team, the first step isn’t implementing a tool – it’s having a conversation.

Teams should meet, discuss their goals, and align their ways of working. Once that foundation is in place, technology can enhance efficiency. However, the relationship and shared understanding must come first.

‍