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Article
Publication date: 1 September 2004

Sarah Powell

An interview with Professor Andy Neely who talks to editor Sarah Powell about the challenges of performance measurement, the role of the Centre for Business Performance…

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12703

Abstract

An interview with Professor Andy Neely who talks to editor Sarah Powell about the challenges of performance measurement, the role of the Centre for Business Performance, aims of the Performance Management Association and advantages of The Performance Prism.

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Management Decision, vol. 42 no. 8
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 7 November 2016

Rick Edgeman, Andy Neely and Jacob Eskildsen

This paper aims to address the nature of sustainable enterprise excellence, what it is, its enablers and specific manifestations.

Abstract

Purpose

This paper aims to address the nature of sustainable enterprise excellence, what it is, its enablers and specific manifestations.

Design/methodology/approach

A sweeping model of sustainable enterprise excellence, resilience and robustness is introduced, along with its enablers. Among enablers, supply-chain proficiency, vertical trust, distributed leadership and neuropsychological measurement are cited. A method of strategy modeling is introduced that, if rigorously pursued, will improve enterprise strategy and, hence, also opportunity for better subsequent performance and impacts. Similarly, an approach for strategic alignment in a large, multi-level enterprise is presented.

Findings

There are many paths toward sustainable enterprise excellence. Regardless of the path, this anticipates enterprise pursuit of socially equitable, environmentally responsible and economically sound performance and impacts.

Practical implications

The present is the Anthropocene age, an era fraught with challenges largely of people's own making and related to climate change and various sorts of social strain. Organizations have the wherewithal to attack these challenges. Given the orientation of sustainable enterprise excellence, methods and models that advance sustainable enterprise excellence have the potential to combat these challenges.

Originality/value

Sustainable enterprise excellence provides models and methods for confronting significant challenges that societies and organizations alike are faced with. Various models and paths to sustainable enterprise excellence are suggested in this paper.

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Journal of Modelling in Management, vol. 11 no. 4
Type: Research Article
ISSN: 1746-5664

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Article
Publication date: 1 September 2003

Andy Neely, Mike Bourne and Chris Adams

There is massive interest within the financial community in ways of improving and shortcutting the arduous process of planning and budgeting. Sponsored by Accenture…

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36404

Abstract

There is massive interest within the financial community in ways of improving and shortcutting the arduous process of planning and budgeting. Sponsored by Accenture, researchers at Cranfield School of Management’s Centre for Business Performance reviewed the literature and interviewed 15 leading companies to obtain insights into the best practices organizations are actually adopting. While some companies have simply exorcised the term budgeting from their corporate vocabularies, a group of pioneering Scandinavian companies have dispensed with budgeting altogether.

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Measuring Business Excellence, vol. 7 no. 3
Type: Research Article
ISSN: 1368-3047

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Article
Publication date: 1 June 2004

Chris Adams, Mike Bourne and Andy Neely

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…

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2048

Abstract

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.

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Measuring Business Excellence, vol. 8 no. 2
Type: Research Article
ISSN: 1368-3047

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Article
Publication date: 3 October 2016

Philipp Max Hartmann, Mohamed Zaki, Niels Feldmann and Andy Neely

The purpose of this paper is to derive a taxonomy of business models used by start-up firms that rely on data as a key resource for business, namely data-driven business…

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9141

Abstract

Purpose

The purpose of this paper is to derive a taxonomy of business models used by start-up firms that rely on data as a key resource for business, namely data-driven business models (DDBMs). By providing a framework to systematically analyse DDBMs, the study provides an introduction to DDBM as a field of study.

Design/methodology/approach

To develop the taxonomy of DDBMs, business model descriptions of 100 randomly chosen start-up firms were coded using a DDBM framework derived from literature, comprising six dimensions with 35 features. Subsequent application of clustering algorithms produced six different types of DDBM, validated by case studies from the study’s sample.

Findings

The taxonomy derived from the research consists of six different types of DDBM among start-ups. These types are characterised by a subset of six of nine clustering variables from the DDBM framework.

Practical implications

A major contribution of the paper is the designed framework, which stimulates thinking about the nature and future of DDBMs. The proposed taxonomy will help organisations to position their activities in the current DDBM landscape. Moreover, framework and taxonomy may lead to a DDBM design toolbox.

Originality/value

This paper develops a basis for understanding how start-ups build business models capture value from data as a key resource, adding a business perspective to the discussion of big data. By offering the scientific community a specific framework of business model features and a subsequent taxonomy, the paper provides reference points and serves as a foundation for future studies of DDBMs.

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International Journal of Operations & Production Management, vol. 36 no. 10
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 1 June 2001

Andy Neely, Chris Adams and Paul Crowe

This article describes and illustrates the practical application of a new measurement framework – The Performance Prism – which addresses the shortcomings of many of the…

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14292

Abstract

This article describes and illustrates the practical application of a new measurement framework – The Performance Prism – which addresses the shortcomings of many of the traditional measurement frameworks being used by organisations today. The Performance Prism, with its comprehensive stakeholder orientation, encourages executives to consider the wants and needs of all the organisation’s stakeholders, rather than a subset, as well as the associated strategies, processes and capabilities. DHL’s board for the UK have used this framework to re‐engineer their corporate measurement and reporting system and the article explains DHL and other firms’ experiences with the Performance Prism.

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Measuring Business Excellence, vol. 5 no. 2
Type: Research Article
ISSN: 1368-3047

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Article
Publication date: 9 October 2019

Veronica Martinez, Michael Zhao, Ciprian Blujdea, Xia Han, Andy Neely and Pavel Albores

The purpose of this paper is to investigate the effects of Blockchain on the customer order management process and operations. There is limited understanding of the use…

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1864

Abstract

Purpose

The purpose of this paper is to investigate the effects of Blockchain on the customer order management process and operations. There is limited understanding of the use and benefits of Blockchain on supply chains, and less so at processes level. To date, there is no research on the effects of Blockchain in the customer order management process.

Design/methodology/approach

A twofold method is followed. First, a Blockchain is programmed and implemented in a large international firm. Second, a series of simulations are built based on three scenarios: current with no-Blockchain, 1-year and 5-year Blockchain use.

Findings

Blockchain improves the efficiency of the process: it reduces the number of operations, reduces the average time of orders in the system, reduces workload, shows traceability of orders and improves visibility to various supply chain participants.

Research limitations/implications

The research is based on a single in-depth case that has the scope to be tested in other contexts in future.

Practical implications

This is the first study that demonstrates with real data from an industrial firm the effects of Blockchain on the efficiency gains, reduction on the number of operations and human-processing savings. A detailed description of the Blockchain implementation is provided. Furthermore, this research shows a list of the resources and capabilities needed for building and maintaining a Blockchain in the context of supply chains.

Originality/value

This is the first study that demonstrates with real data from an industrial firm the effects of Blockchain on the efficiency gains, the reduction in the number of operations and human-processing savings. A detailed description of the Blockchain implementation is provided. This paper contributes to the resource-based view of the firm, by demonstrating two new competitive valuable capabilities and a new dynamic capability that organisations develop when implementing and using Blockchain in a supply–demand process. It also contributes to the information processing theory by highlighting the analytics capabilities required to sustain Blockchain-related operations.

Details

International Journal of Operations & Production Management, vol. 39 no. 6/7/8
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 1 December 2000

Andy Neely and Mike Bourne

Noting the claim that 70 per cent of balanced scorecard implementations fail, sets out to explore the two main reasons for the failure of measurement systems – namely poor…

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6573

Abstract

Noting the claim that 70 per cent of balanced scorecard implementations fail, sets out to explore the two main reasons for the failure of measurement systems – namely poor design and difficulty of implementation. Considers the measurement revolution over the past 20 years noting developments such as the early budgetary control measures in DuPont and General Motors during the early 1990s. Looks at the appropriate design of measurement systems and suggests that companies should start with a “success map” – a cause and affect diagram which shows how the company operates. Points to three causes of implementation failure – political, infrastructural and focus and details of each of these. Suggests that the challenge for the twenty‐first century is how to extract maximum value from our performance measurement data.

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Measuring Business Excellence, vol. 4 no. 4
Type: Research Article
ISSN: 1368-3047

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Article
Publication date: 1 December 2004

J. Bauer, S.J. Tanner and A. Neely

Benchmarking is a powerful tool that, when applied properly, provides an organization with invaluable insights to support the achievement of their objectives. This paper…

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2911

Abstract

Benchmarking is a powerful tool that, when applied properly, provides an organization with invaluable insights to support the achievement of their objectives. This paper describes how the results of a consortium benchmarking study on performance measurement were used to develop an audit template. A recognized benchmarking methodology was used consisting of five phases: plan, collect, analyze, adapt and review. The resulting performance measurement audit template can be used as a basis to examine and improve performance measurement in organizations.

Details

Measuring Business Excellence, vol. 8 no. 4
Type: Research Article
ISSN: 1368-3047

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Article
Publication date: 1 December 2003

Mike Kennerley, Andy Neely and Chris Adams

The design and use of performance measurement systems has received considerable attention in recent years. Many organizations have redesigned their measurement systems to…

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3431

Abstract

The design and use of performance measurement systems has received considerable attention in recent years. Many organizations have redesigned their measurement systems to ensure that they reflect their current environment and strategies. But how to maintain them over time? Increasingly, the environment in which organizations compete is dynamic and rapidly changing, requiring constantly changing strategies and operations that reflect these changing circumstances. Despite this, few organizations appear to have the internal culture and systematic processes in place to manage their performance measurement systems in order to ensure that they continue to reflect their environment and strategies. This article presents case study research that investigates what actions organizations can take to ensure that their measurement systems change over time.

Details

Measuring Business Excellence, vol. 7 no. 4
Type: Research Article
ISSN: 1368-3047

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