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Measuring and improving the capital planning process

Chris Adams (Visiting Fellow at the Centre for Business Performance. Until 2001 he worked at Accenture for 13 years and latterly led the firm’s “Managing with measures” thought leadership development initiative. With Professor Andy Neely he has written a number of articles and white papers relating to the application of performance measurement frameworks.)
Mike Bourne (Dr Mike Bourne is Director of the Centre for Business Performance. He joined Cambridge University in 1995 and moved to Cranfield in 2000.)
Andy Neely (Professor Andy Neely is Chairman of the Centre for Business Performance at Cranfield School of Management, where he is Professor of Operations Strategy and Performance. He also co‐ordinates the Performance Measurement Association and has authored over 100 books and articles.)

Measuring Business Excellence

ISSN: 1368-3047

Article publication date: 1 June 2004



Much research has been done into capital planning approaches on both sides of the Atlantic over several decades, but it has tended to be one‐dimensional – focusing almost exclusively on the application of financial appraisal techniques. Meanwhile little has been done to examine either the efficacy of other elements of the process or executives’ satisfaction with the way the process works. Members of Cranfield School of Management’s Centre for Business Performance, sponsored by Accenture, set the record straight with both literature and practitioner research into the capital planning process that also presents a new framework and develops best practice principles.



Adams, C., Bourne, M. and Neely, A. (2004), "Measuring and improving the capital planning process", Measuring Business Excellence, Vol. 8 No. 2, pp. 23-30.



Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited

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