We questioned the obsession with “more” in Part 0, we exposed the wrong metrics in Part 1, we showed how running the business is easier to measure than changing it in Part 2, we dissected fake agility in Part 3 and finally we revealed the emotional wreckage of productivity theater in Part 4.

Now it’s time to ask: Is the system really broken or was it just built this way?

To me, it works as designed, still, let’s go fix it.

Productivity isn’t the enemy. Our definition is.

The problem isn’t that we want to be productive. The problem is what we’ve come to mean by productive. Faster. Louder. Busier. Visible. Measurable. Exhausted.

We’ve collapsed “productive” into “busy”, and then we wonder why teams move fast but go nowhere. Real productivity (the kind that actually changes things, builds value, and sustains people) is slower. It doesn’t neatly fit into sprint cycles, it doesn’t show up well in dashboards and it can’t b automated or templated. And that’s exactly why it matters.

Beyond output: measuring value and health

If we want a future worth building, we have to move beyond measuring units of work produced. We have to measure what actually creates progress:

• Outcomes, not just deliverables
• Learning velocity, not just story points
• Sustainability of pace, not just effort levels
• Creative breakthroughs, not just task lists
• Psychological safety, not just attendance

You can automate output. You can’t automate meaning.

Rethinking systems, not just speed

The future of productivity isn’t about speeding up tired systems with better tools. It’s about redesigning the systems themselves. Systems that:

• Leave space for deep work, real rest, and human rhythms
• Reward challenging the status quo, not just clearing the backlog
• Trust teams to make decisions, instead of drowning them in status meetings
• Make recovery, creativity, and long-term thinking visible parts of performance

in short: Systems that see people as humans—not resources to be optimized. We don’t need faster teams. We need smarter environments.

So while we are at it: We should drop “HR” as in human resources. This technical framing on people is dehumanizing.

What real metrics could look like

Imagine this:

• Instead of asking, How many tasks were completed this week? You ask, What friction did we remove?
• Instead of tracking sprint velocity like a blood sport, you ask, What did we learn that will make the next sprint smarter?
• Instead of bragging about being heads-down all quarter, you celebrate, What breakthroughs did space and rest create?

Numbers still matter—but they need to tell the right stories. Stories of impact, not just activity.

Copilot, AI, and the future of human work

AI is already taking over the visible, repeatable tasks:

• Summarizing meetings
• Drafting reports
• Automating workflows

That’s not the threat. That’s the opportunity.

Because the parts of work that remain human, the ambiguous, the relational, the creative, the emotional, those are the parts we’ve historically undervalued and undermeasured. The future belongs to teams that stop fighting to outpace the machines and start doubling down on what machines can’t replicate: Judgment. Creativity. Empathy. Adaptability. Vision.

AI can draft a plan. Only humans can know whether it’s the right plan.

Closing: Beyond Unmeasured

We don’t need another round of optimization. We need a new philosophy of work. One that starts with a different set of assumptions:

• People are not productivity machines
• Value is not the same as volume
• Rest is not a reward; it’s a requirement
• Thinking time is not wasted time
• Trust is not optional—it’s operational

This isn’t about working less, it’s about working right.

It’s about asking not just, How much did we do? but, Was it the right work? Did it matter? Did we leave space for better ideas, better systems, and better lives?

Better work begins with better systems. And better systems start when we finally measure the things that truly matter.

More parts of this series

• Unmeasured: Part 0 - More ain’t better
• Unmeasured: Part 1 – We are measuring the wrong things
• Unmeasured: Part 2 – The difference between running and changing your business
• Unmeasured: Part 3 – The agility illusion
• Unmeasured: Part 4 – The emotional cost of the productivity theater