At the New Brunswick Business Council, we’ve spent a lot of time thinking about what productivity means and more importantly, what it looks like on the ground. That’s why we developed the Productivity Levers Framework.

It’s a simplified take on the complex topic of productivity that helps clarify the many moving parts that influence this vital business objective.

We see seven key areas that drive productivity:

Some of these are squarely within the control of businesses. Others depend on partnerships, good public policy, and support from institutions. The real opportunity lies in pulling on the right levers at the right time to have the greatest impact.  This would allow New Brunswick to lead regionally and nationally.  

This isn’t theoretical. It’s practical. 

In fact, it’s what we already see in the businesses that are quietly and persistently moving the needle. 

What High-Productivity Companies Are Doing in New Brunswick

Across the province, from Saint Quentin to Sackville, Bathurst to Florenceville, the businesses that are growing, exporting, and innovating are the ones that are doing the basics really well.  They’re investing in their people, thinking long-term about how to deploy capital, and building systems that help their teams work smarter. That’s productivity in action.

It turns out this local experience aligns closely with global research. A recent McKinsey & Company (https://www.mckinsey.com/featured-insights/mckinsey-explainers/what-is-productivity) explainer breaks productivity down into three core drivers: adopting better tools and technology, strengthening capabilities, and improving how work gets done. These are precisely the kinds of behaviours we see in New Brunswick’s most forward-moving firms.

The message is clear: improving productivity is less about reinvention and more about disciplined focus. The biggest gains come from doing the right things consistently, not always chasing silver bullets. 

From Insights to Actions

To bring these ideas home, here are key actions that businesses can take. These aren't pie in the sky but rather pragmatic things our members are doing well:

Strive for Operational Excellence - This means investing in people and processes. It’s about building a culture where teams are trained, systems are modern, and customer experience is central. It’s about doing the fundamentals right and it aligns directly with McKinsey’s findings on the importance of smarter work and stronger teams.

Optimize Capital Investment -Technology is moving fast, but real productivity comes when businesses invest deliberately in tools that align with their goals. Whether it's robotics in manufacturing or digital platforms in agriculture, the returns are clear. As McKinsey notes, this is one of the strongest contributors to long-term productivity growth and we agree.

Accelerate Growth - Growth isn’t just an outcome; it’s a mindset. Companies that prioritize growth naturally build the kind of habits that feed productivity: they take smart risks, they innovate, and they create value. While McKinsey doesn’t frame growth as a core productivity driver, we believe it connects the dots between all of them.

Productivity is a Team Sport

Of course, no business operates in a vacuum. While many productivity levers are within a company’s control, others depend on broader alignment. Reducing regulatory red tape, modernizing infrastructure, and closing the skills gap all require action beyond any single boardroom. That’s where collaboration becomes essential between business, government, post-secondary institutions, and civil society.

New Brunswick is uniquely positioned for this kind of collaboration. We are small enough to be agile, but large enough to make an impact. If we focused on a few key productivity levers and committed to them collectively, we could lead the country in closing the productivity gap.

Keep it Simple

Let’s not overcomplicate the path forward. 

Productivity is, at its heart, about doing the fundamentals consistently and doing them well. It starts with working smarter, investing in people, fine-tuning processes, and building systems that deliver results. It also means investing wisely by aligning capital with strategy and a long-term vision, not just short-term gains. 

And above all, it requires growing on purpose by letting growth guide the decisions you make, so every move strengthens your foundation and builds momentum for the future.

At the Council, we believe New Brunswick can lead by doubling down on what works. The path to prosperity is right in front of us. 

It starts with doing the basics better than anyone else and innovating around that.