Mike Bourne

Professor of Business Performance Action, Execution and Implementation at Cranfield School of Management

Biography

Cranfield School of Management

Mike spent 15 years in business, spanning the valve, paper & board, building materials, machine tool and airline catering industries. He held a number of positions, with roles in production management, strategy and acquisitions, IT, HR, commercial and general management, including directorship positions in subsidiary companies. He gained his PhD from the University of Cambridge in 2001, researching the design and implementation of balanced performance measurement systems. He has spent the last fifteen years working with companies supporting senior management teams through the process of clarifying and executing their strategy. His approach is to take a stakeholder approach to clarifying strategy and enabling implementation through alignment of activity to the goals of the organisation.

Current activities

Mike is a Chartered Management Accountant and a Chartered Engineer. He has authored over 100 publications including The Handbook of Corporate Performance Management, Balanced Scorecard, Instant Manager and Successful Change Management in a Week. His research is at the interface of performance measurement with strategic management and control systems.

Clients

  • Accenture
  • Amadeus
  • BAe Systems
  • BP
  • CIMA
  • DB Schenker
  • European Central Bank
  • ICAEW
  • Lloyds TSB
  • Maersk
  • McCormick Europe,
  • NHBC
  • Oki Europe
  • PWC
  • Richo
  • SAS
  • Schering
  • Schlumberger
  • Shell
  • Thales
  • Tube Lines
  • Unilever
  • Wolseley.

Articles In Journals

  • Bourne M, Melnyk S & Bititci US. (2018) Performance measurement and management, theory and practice, International Journal of Operations and Production Management, 38 (11) 2010-2021.
  • Bourne M, Franco-Santos M, Micheli P & Pavlov A (2018) Performance measurement and management: A system of systems perspective, International Journal of Production Research, 56 (8) 2788-2799.
  • Bititci US, Bourne M, Cross, JAF, Nudurupati SS & Sang K (2018) Editorial: Towards a theoretical foundation for performance measurement and management, International Journal of Management Reviews, 20 (3) 653-660.
  • Pavlov A, Mura M, Franco-Santos M & Bourne M (2017) Modelling the impact of performance management practices on firm performance: Interaction with human resource management practices, Production Planning and Control, 28 (5) 431-443.
  • Peng TJ, Yen MH & Bourne M (2017) How rival partners compete based on cooperation?, Long Range Planning, Early online (2).
  • Bititci US, Bourne M, Cross JA, Nudurupati SS & Sang K (2015) Towards a Theoretical Foundation for Performance Measurement and Management, International Journal of Management Reviews, 17 (4) 534-536.
  • Baker M & Bourne M (2014) A Governance Framework for the Idea-to-Launch Process: Development and Application of a Governance Framework for New Product Development, Research-Technology Management, 57 (1) 42-49.
  • Bourne M, Pavlov A, Franco-Santos M, Lucianetti L & Mura M (2013) Generating organisational performance: The contributing effects of performance measurement and human resource management practices, International Journal of Operations and Production Management, 33 (11/12) 1599-1622.
  • Franco-Santos M, Lucianetti L & Bourne M (2012) Contemporary performance measurement systems: A review of their consequences and a framework for research, Management Accounting Research, 23 (2) 79-119.
  • Pavlov A & Bourne M (2011) Explaining the effects of performance measurement on performance: An organizational routines perspective, International Journal of Operations and Production Management, 31 (1) 101-122.
  • Bititci U, Ackermann F, Ates A, Davies J, Garengo P, Gibb S, MacBryde J, Mackay D, Maguire C, Van Der Meer R, Shafti F, Bourne M & Firat S (2011) Managerial processes: business process that sustain performance, International Journal of Operations and Production Management, 31 (8) 851-891.
  • Bititci U, Ackermann F, Ates A, Bourne M, Davies J, Gibbs S, MacBryde J, Mackay D, Maguire C, Shafti F & Van Der Meer RB (2011) Managerial processes: Business processes that sustain performance, 22 (2) 157-173.
  • Martinez V, Pavlov A & Bourne M (2010) Reviewing performance: an analysis of the structure and functions of performance management reviews, Production Planning and Control, 21 (1) 70-83.
  • Peng TA & Bourne M (2009) The Coexistence of Competition and Cooperation between Networks: Implications from Two Taiwanese Healthcare Networks, British Journal of Management, 20 (3) 377-400.
  • Bourne M (2008) Performance measurement: learning from the past and projecting the future, Measuring Business Excellence, 12 (4) 67-72.
  • Forstenlechner I, Lettice F, Bourne M & Webb C (2007) Turning knowledge into value in professional service firms, Performance Measurement and Metrics, 8 (3) 146-156.
  • Bourne M, Franco-Santos M, Kennerley M & Martinez V (2005) Reflections on the role, use and benefits of corporate performance measurement in the UK, Measuring Business Excellence, 9 (3) 36-41.
  • Bourne M (2005) Researching performance measurement system implementation: The dynamics of success and failure, 16 (2) 101-113.
  • Bourne M, Kennerley M & Franco-Santos M (2005) Managing through measures: a study of impact on performance, Journal of Manufacturing Technology Management, 16 (4) 373-395.
  • Franco-Santos M & Bourne M (2005) An examination of the literature relating to issues affecting how companies manage through measures, Production Planning and Control, 16 (2) 114-124.
  • Adams C, Bourne M & Neely A (2004) Measuring and improving the capital planning process, Measuring Business Excellence, 8 (2) 23-30.
  • Bourne M, Neely A, Mills J & Platts K (2004) Why some performance measurement initiatives fail: lessons from the change management literature, International Journal of Business Performance Management, 5 (2/3) 245-269.
  • Bourne M (2004) Implementation principles - turning intensions into outcomes, South African Journal of Industrial Engineering, 15 (2) 1-8.
  • Franco-Santos M, Bourne M & Huntington R (2004) Executive pay and performance measurement practices in the UK, Measuring Business Excellence, 8 (3) 5-11.
  • Mills J, Platts K & Bourne M (2003) Competence and resource architectures, International Journal of Operations and Production Management, 23 (9) 977-994.
  • Bourne M & Neely A (2003) Performance measurement system interventions: the impact of parent company initiatives on success and failure, ICFAI Journal of Operations Management.
  • Neely A, Bourne M, Adams C & Heynes H (2003) New research into the capital planning process, CFO Project.
  • Wilcox M & Bourne M (2003) Predicting performance, Management Decision, 41 (8) 806-816.
  • Bourne M (2003) Extracting value from performance data, Finance & Management (96) 11-12.
  • Franco-Santos M & Bourne M (2003) Factors that play a role in "managing through measures", Management Decision, 41 (8) 698-710.
  • Neely A, Bourne M & Kennerley M (2003) Dysfunctional Performance through Dysfunctional Measures, Journal of Cost Management, 17 (5).
  • Neely A, Bourne M & Adams C (2003) Better Budgeting or Beyond Budgeting?, Measuring Business Excellence, 7 (3) 22-28.
  • Bourne M, Franco-Santos M & Wilkes J (2003) Corporate Performance Management, Measuring Business Excellence, 7 (3) 15-21.
  • Mills J, Platts K & Bourne M (2003) Applying resource based theory: Methods, outcomes and utility for managers, International Journal of Operations and Production Management, 23 (2) 148-166.
  • Bourne M & Neely A (2002) The missing link, Financial Management (September).
  • Bourne M, Neely A, Platts K & Mills J (2002) The success and failure of performance measurement initiatives: Perceptions of participating managers, International Journal of Operations and Production Management, 22 (11) 1288-1310.
  • Bititci U, Bourne M & Turner T (2002) Performance Measurement: The Comparison Between a Process and a Model Approach, International Journal of Business Performance Management, 3 (2) 136-153.
  • Bourne M, Neely A & Heynes H (2002) Lore Reform, Financial Management -London-.
  • Bourne M (2002) Patients Charter, Financial Management -London-.
  • Bourne M & Neely A (2002) Cause and Effect, Financial Management -London- 30-31.
  • Bourne M (2001) The Balanced Scorecard: nine important shortcomings, Director of Finance.
  • Hudson M, Smart A & Bourne M (2001) Theory and Practice in SME Performance Measurement Systems, International Journal of Operations and Production Management, 21 (8) 1096-1115.
  • Bourne M (2001) Performance Measurement, Hard Times and Hard Boiled Eggs, Management focus, 17 (Winter) 19-20.
  • Bourne M & Bourne P (2000) Performance Measurement: Understanding the Balanced Scorecard, Professional Manager.
  • Neely A, Mills J, Platts K, Richards H, Gregory M, Bourne M & Kennerley M (2000) Performance Measurement System Design: Developing and Testing a Process-Based Approach, International Journal of Operations and Production Management, 20 (10) 1119-1145.
  • Neely A & Bourne M (2000) Why Measurement Initiatives Fail, Measuring Business Excellence, 4 (4) 3-6.
  • Bourne MCS, Mills JF, Wilcox M, Neely AD & Platts KW (2000) Designing, implementing and updating performance measurement systems, International Journal of Operations and Production Management, 20 (7) 754-771.
  • Bourne M (1999) Designing and Implementing a Balanced Performance Measurement System, Control (Jul/Aug) 21-24.
  • Bourne M & Wilcox M (1999) Translating Strategy into Action, Bisiness and Technical Management, 2 (7) 23-27.
  • Bourne M, Mills J, Bicheno J, Hamblin D, Neely A & Platts K (1999) Performance Measurement System Design: Testing a Process Approach in Manufacturing Companies, International Journal of Business Performance Management, 1 (2) 154-170.
  • Platts K, Mills J, Bourne M, Neely A, Richards A & Gregory M (1998) Testing manufacturing strategy formulation processes, International Journal of Production Economics, 56-57 (40238) 517-523.
  • Bourne M & Wilcox M (1998) Translating Strategy into Action, Manufacturing Engineer -London-, 77 (3) 109-112.

Conference Papers

  • Bourne M & Pavlov A (2016) Performance management review meetings: the invisible hand of performance management. In: 2016 Performance Management Association (PMA) Conference, Edinburgh, 27-29 June 2016.
  • Pavlov A & Bourne M (2012) Management control in practice: Analyzing the effect of management control through the lens of organizational routines. In: EGOS 28th Colloquium, 2012, Helsinki, 5-7 July 2012.
  • Bourne M, Gray D, Mura M, Pavlov A, Franco-Santos M & Lucianetti L (2012) The Effect of Performance Measurement on Performance: Does Human Resource Management Have Anything to Contribute?. In: PMA Performance Management Association 2012 Conference, Cambridge, 11-13 July 2012.
  • Franco-Santos M, Khilji S & Bourne M (2011) Understanding the performance impact of Investors in People: a social exchange approach. In: British Academy of Management Annual Conference 2011, Birmingham, 13-15 September 2011.
  • Pavlov A & Bourne M (2010) Routines under pressure: The dynamics of organizational routines in performance management reviews. In: 4th International Conference on Organizational Routines, Nice, 11-12 June 2010.
  • Martinez V, Pavlov A & Bourne M (2009) Reviewing performance: An analysis of the structure and functions of performance management reviews. In: PMA 2009 Performance Management Association Conference, Dunedin, 14-17 April 2009.
  • Bourne M, Mura M, Franco-Santos M, Pavlov A, Martinez V & Lucianetti L (2009) Performance Management Practices and the Drivers of Business Performance. In: PMA 2009 Performance Management Association Conference, Dunedin, 14-17 April 2009.
  • Pavlov A & Bourne M (2008) Complex research design: is it necessary and is it worth it?. In: Cranfield multi-strand conference: creating wealth through research and innovation (CMC 2008), Cranfield, 6-7 May 2008.
  • Bourne M, Franco-Santos M, Pavlov A, Martinez V & Lucianetti L (2008) Performance management practices and their impact on organisational performance: implications for HR and performance measurement research. In: EurOMA 15th Annual Conference, Groningen, 15-18 June 2008.
  • Pavlov A & Bourne M (2007) Using performance measurement as an instrument of change: The micro aspects of 'Managing though Measures'. In: 3rd International Conference on Organizational Routines, Strasbourg.
  • Pavlov A & Bourne M (2007) Responding to contemporary challenges in performance management: Measuring organizational routines. In: 14th International Annual EurOMA Conference, Ankara.
  • Pavlov A & Bourne M (2007) Understanding the foundations of 'Managing through measures' The impact of performance measurement on organizational processes. In: EIASM: 4th Conference on performance measurement and management control, Nice, 26-28 September 2007.
  • Bourne M (2006) Performances Measures. In: Product Service Systems Industrial Day, Cranfield.
  • Franco-Santos M, Bourne M & Huntington R (2005) The relationship between strategic performance measurement systems and executive compensation systems: A UK based study. In: PMA 2004 Conference, Edinburgh.
  • Wilcox M, Mason S, Neely A & Bourne M (2004) Predictive performance measurement: taking control of business processes in manufacturing. In: British Academy of Management Conference, St Andrews.
  • Micheli P, Franco-Santos M, Marr B & Bourne M (2004) Business performance measurement - an organisational theory perspective. In: PMA 2004 Conference, Edinburgh.
  • Franco-Santos M & Bourne M (2004) Are strategic performance measurement systems really effective?. In: EurOMA 11th annual conference, Fontainebleau.
  • Marr B, Neely A, Bourne M, Kennerley M, Franco-Santos M, Wilcox M, Adams C & Mason S (2004) Business performance measurement - what is the state of use in large US firms?. In: PMA 2004 Conference, Edinburgh.
  • Kennerley M & Bourne M (2003) Assessing and maximising the impact of measuring business performance. In: POMS/EurOMA Conference, Lake Como.
  • Franco-Santos M & Bourne M (2003) The link between strategic performance measurement systems and reward systems: a review of theory and practice. In: British Academy of Management Conference, Harrogate.
  • Bourne M, Kennerley M & Franco-Santos M (2003) Managing through measures: a study of the impact of performance measurement on performance. In: POMS/EurOMA Conference, Lake Como.
  • Franco-Santos M & Bourne M (2003) Business performance measurement systems: a systematic review. In: POMS/EurOMA Conference, Lake Como.
  • Wilcox M & Bourne M (2003) Predictive performance measures. In: EurOMA & POMS Joint International Conference, Cernobbio, Lake Como, 16 June 2003.
  • Bourne M & Neely A (2002) Performance Measurement Systems implementation: the dynamics of success and failure. In: Performance Measurement 2nd international workshop, Hanover.
  • Bititci U, McCallum N, Bourne M & Turner T (2002) Performance indicators for sustainable competitive advantage: the next frontier. In: Performance Measurement 2nd international workshop, Hanover.
  • Wilcox M & Bourne M (2002) Performance Measurement and Prediction. In: PMA 2002 Conference, Boston, MA.
  • Bourne M & Wilcox M (2001) Performance measurement system design processes for engineering and other service functions. In: PICMET 2001, Oregon.
  • Bourne M (2001) Researching performance measurement system implementation: the dynamics of success and failure. In: Performance Measurement Association Symposium, Kingston, Canada.
  • Bourne M & Neely A (2001) Performance Measurement Implementation: Perceptions of the Main Reasons for Success and Failure. In: POMS 2001 Conference, Orlando, FL.
  • Wilcox M & Bourne M (2001) 'What gets measured gets done' - but how do performance measures affect the culture of an organisation?. In: New Directions in Organisational Performance Conference, Morpeth.
  • Bourne M, Neely A, Platts K & Mills J (2001) Why performance measurement initiatives succeed and fail, the perceptions of participating managers. In: 8th EurOMA Conference Conference, Bath.
  • Platts K, Mills J, Richards A, Bourne M & Neely A (2001) Researching Strategic Management Processes. In: POMS 2001 Conference, Orlando, FL.
  • Bourne M & Neely A (2000) Performance Measurement System Interventions: The Impact of Parent Company Initiatives on Success and Failure. In: 2nd International Conference on Performance Measurement Systems, Cambridge.
  • Bourne M, Mills J, Neely A, Platts K & Richards A (2000) Performance Measurement and the Competence Approach to Strategy. In: 11th Production and Operations Management Society Conference, San Antonio, TX.
  • Hudson M, Smart P (b), Bourne M & Lean J (2000) Only Just Managing - No Time to Measure. In: 2nd International Conference on Performance Measurement, Cambridge.
  • Bititci U, Turner T & Bourne M (2000) Performance Measurement - Processes Versus Model. In: 2nd International Conference on Performance Measurement, Cambridge.
  • Mills J, Bourne M, Platts K & Gregory M (2000) Applying Resource Based Theory: Strategy in a Service Network. In: 1st World POM Congress, Seville.
  • Bourne M, Mills J, Neely A, Platts K & Richards A (1999) Performance Measures for Sustaining and Developing Competences and Capabilities. In: PICMET 99, Portland, OR.
  • Richards A, Platts K, Bourne M, Mills J & Neely A (1999) Categorizing Organization Design for Innovation Management. In: PICMET 99, Portland, OR.
  • Mills J, Bourne M, Neely A, Platts K & Gregory M (1999) Operations Strategy and the Resource Based Theory of the Firm. In: 10th Production and Operations Management Society Conference, Charleston, SC.
  • Mills J, Bourne M, Platts K & Gregory M (1999) Competence in a Service Network: Accessing Underlying Resources. In: 6th European Operations Management Association Conference, Venice.
  • Miils J, Bourne M, Platts K, Gregory M & Neely A (1999) Pragmatic Methods for Evaluation Company Resources and Competences. In: PICMET 99, Portland, OR.
  • Bourne M, Neely A, Mills J & Platts K (1999) Performance Measurement System Implementation: An Investigation of Failures. In: 6th European Operations Management Association Conference, Venice.
  • Neely A, Bourne M, Platts K, Richards A & Gregory M (1998) Developing and Testing Management Processes. In: International Symposium on Manufacturing Strategy, Tokyo.
  • Platts K, Mills J, Neely A, Bourne M & Richards A (1998) Linking Company Characteristics and the Adoption of Formal Strategic Processes. In: International Symposium on Manufacturing Strategy, Tokyo.
  • Bourne M & Neely A (1998) Why do Performance Measurement Initiatives Succeed and Fail?. In: Performance Measurement - Theory and Practice Conference, Cambridge.
  • Mills J, Bourne M, Platts K, Neely A, Richards A & Gregory M (1998) Developing a Service Competence: An Analysis of Underlying Resources. In: 4th European Operations Management Association Conference, Dublin.
  • Bourne M (1998) Some insights into the reasons for success and failure of performance measurement systems. In: 9th Production Operations Management Society Conference, Santa Fe.
  • Bourne M, Mills J, Bicheno J, Hamblin D, Wilcox M, Neely A & Platts K (1998) Developing and Testing Performance Measurement Design Processes Through Action Research. In: Management Accounting Research Group Conference, Aston.
  • Platts K, Mills J, Bourne M, Richards A & Neely A (1998) The Implementation of a Facilitated Manufacturing Strategy Process. In: 10th International Working Seminar on Production Economics, Austria.
  • Platts K, Mills J, Neely A, Bourne M & Richards A (1998) Processes: An Engineering Approach to Manufacturing Management. In: International Symposium on Manufacturing Strategy, Tokyo.
  • Bourne M, Wilcox M, Neely A, Mills J & Platts K (1998) Embedding Performance Measurement Systems in SMEs: Lessons from Three Longitudinal Case Studies. In: 4th European Operations Management Association Conference, Dublin.
  • Bourne M, Wilcox M, Hamblin D, Bicheno J & Neely A (1997) Experiences from Facilitating the Design and Implementation of Performance Measures - The Influence of the Team and its Leader. In: PICMET 97, Portland, OR.
  • Bourne M (1997) The Demand Solution Matrix. In: ME-SLA 97 Conference, Loughborough.
  • Bourne M (1997) Measuring the Right Things, Right. In: 2nd International Conference on ISO9000 and TQM, Luton.
  • Richards A, Bourne M, Mills J, Platts K & Neely A (1997) A Collaborative Network for Case Study Research in Manufacturing Companies. In: PICMET 97, Portland, OR.
  • Bourne M, Mills J, Richards A, Neely A & Platts K (1997) The Design of an Action Science Case Study Research Methodology for Testing Processes in Manufacturing Companies. In: PICMET 97, Portland, OR.
  • Bourne M, Bicheno J, Hamblin D, Wilcox M & Neely A (1996) Getting the Measure of Your Business: Developing and Testing Performance Measurement Systems in Manufacturing Companies. In: Management Accounting Research Group Conference, Aston.
  • Neely A, Mills J, Platts K, Richards A, Gregory M & Bourne M (1996) Developing and Testing a Process for Performance Measurement System Design. In: 3rd European Operations Management Association Conference, London.
  • Torjai L & Bourne M Assurance as a tool for successful project management in major projects. In: PMA Performance Management Association 2016 conference, Edinburgh, 27 June 2016.

Books

  • Franco-Santos M, Larraza-Quintana M & Bourne M (2015) People management standard, managerial capabilities and performance. In: New Clues for Analysing the HRM Black Box, Cambridge Scholars Publishing, p. 65-96.
  • Bourne M & Bourne P (2011) Handbook of Corporate Performance. UK: John Wiley & Sons, ed. 1st.
  • Bourne M & Bourne P (2009) Motivating People. Dorling Kindersley.
  • Bourne M & Bourne P (2007) Instant Manager; Balanced Scorecard. London: Hodder & Stoughton.
  • Bourne M, Franco-Santos M & Wilkes J (2004) The impact of performance measurement on performance. In: The Handbook of Performance Measurement, London: Gee Publishing, p. 29-50.
  • Franco-Santos M & Bourne M (2004) The linkage between performance measurement systems and reward practices. In: The Handbook of Performance Measurement, London: Gee Publishing, p. 769-793.
  • Bourne M & Bourne P (2004) Cuadro de mando integral en una semana. Barcelona: Gestion 2000.
  • Bourne M (eds), (2004) The handbook of performance measurement, London: Gee Publishing, ed. 2nd edition.
  • Neely A, Bourne M & Adams C (2003) A new view of capital planning. In: Competitive Financial Operations (The CFO Project): Business Analytics and Performance Management, San Francisco: Montgomery Research Inc., p. 160-163.
  • Neely A, Bourne M & Adams C (2003) Better budgeting and beyond. In: Competitive Financial Operations (The CFO Project): Business Analytics and Performance Management, San Francisco: Montgomery Research Inc., p. 188-190.
  • Bourne M (2002) Performance Measurement: A Brief History. In: Handbook of Performance Measurement, London: Gee Publishing.
  • Neely A, Bourne M, Mills J, Platts K & Richards A (2002) Getting the Measure of your Business. Cambridge: Cambridge University Press, ed. 2nd edition.
  • Mills J, Platts K, Neely A, Richards A & Bourne M (2002) Creating a Winning Business Formula. Cambridge: Cambridge University Press.
  • Mills M, Platts K, Bourne M & Richards A (2002) Competing through Competence. Cambridge University Press.
  • Bourne M & Bourne P (2002) Successful Change Management in a Week. London: Hodder & Stoughton.
  • Bourne M, Mills J, Neely A, Platts K & Richards H (2002) Strategy and Performance.
  • Bourne M & Bourne P (2002) Change Management in a Week.
  • Bourne M & Neely A (2001) Why measurement initiatives succeed and fail. In: Business Performance Measurement: Theory and Practice, Cambridge University Press, p. 198-208.
  • Bourne M (2001) Designing performance measurement systems. In: Handbook of Performance Measurement, London: Gee Publishing.
  • Bourne M (2001) Designing and testing the business model. In: Handbook of Performance Measurement, London: Gee Publishing.
  • Bourne M (2001) Implementation Issues. In: Handbook of Performance Measurement, London: Gee Publishing.
  • Bourne M & Richards A (2001) Displaying performance measurement information. In: Handbook of Performance Measurement, London: Gee Publishing.
  • Bourne M (2001) The development of performance measures. In: Handbook of Performance Measurement, London: Gee Publishing.
  • Bourne M (eds), (2001) The handbook of performance measurement, London: Gee Publishing, ed. 1st edition.
  • Platts K, Bourne M & Elloit R (2001) Manufacturing performance measurement. In: International Encyclopaedia of Business and Management, London: Thomson Learning, p. 4119-4128.
  • Bourne M (2001) Performance measurement frameworks. In: Handbook of Performance Measurement, London: Gee Publishing.
  • Bourne M (2001) Using performance measures. In: Handbook of Performance Measurement, London: Gee Publishing.
  • Bourne M (2001) Measuring competence and capability. In: Handbook of Performance Measurement, London: Gee Publishing.
  • Bourne M (2000) Implementing a Balanced Scorecard Measurement System. In: Handbook of Management Accounting, London: Gee Publishing.
  • Bourne M & Bourne P (2000) Understanding the Balanced Scorecard in a Week. London: Hodder & Stoughton.
  • Neely A, Mills J, Gregory M, Richards A, Platts K & Bourne M (1996) Getting the Measure of your Business. Horton Kirby: Findlay Publications, ed. 1.
  • Mills J, Platts K, Neely A, Richards A, Gregory M & Bourne M (1996) Creating a Winning Business Formula. Horton Kirby: Findlay Publications.

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