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Managing through the recession: workshop
How do we respond to a difficult economic climate? Do we cut back on development, tighten our control systems to restrict spending, reduce our working capital, or do we look for other ways to survive.
This half-day workshop will give you a different perspective on managing in the recession. It will: -
Mike Bourne BSc & BCom MBA PhD CEng ACMA, Professor of Business Performance, Centre for Business Performance Mike is Professor of Business Performance in the Centre for Business Performance. Before his academic career, 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 ten years working with companies supporting senior management teams through the process of designing, implementing and using their balanced scorecards and related performance management techniques. He has worked with, and consulted to, a number of organisations including Accenture, Amadeus, BAe Systems, European Central Bank, Lloyds TSB, McCormick Europe, NHBC, Oki Europe, Schering, Thales, Tube Lines, Unilever and Wolseley.
His current research activities are in the arena of corporate performance measurement and management, including the interface with the planning and budgeting process and performance related pay. He has authored over 100 publications, and is co-author of several books including Balanced Scorecard - Instant Manager, Getting the Measure of your Business and Change Management in a Week. Mike is also the editor of the Gee Handbook of Performance Measurement.
Dr Ruth Bender, PhD MB BA FCA FHEA, Senior Lecturer in Finance and Accounting, Finance & AccountingRuth joined the Cranfield faculty in 1994, having completed her MBA there. Prior to this she was a partner in Grant Thornton, where latterly she specialised in corporate finance. During this period she undertook various secondments, including a year working as a private equity investment manager in the City.
She is a chartered accountant, and a committee member of the ICAEW's Faculty of Finance and Management. Other outside roles have included non-executive directorships of a Health Authority and an NHS Trust, and membership of the Independent Remuneration Panels for two local authorities. Ruth's main teaching areas include financial strategy (she is co-author of Corporate Financial Strategy, Butterworth Heinemann), working capital management and corporate governance. Her PhD examined how UK listed companies determine the pay of their executive directors. Her current research interest is in the practical implications of corporate governance regulations: in particular, as regards the audit committees of larger companies.
Steve Morlidge – Visiting Fellow, Centre for Business PerformanceSteve has spent most of his working career working within Finance in Unilever PLC, occupying a wide range of operational and project roles. Most recently, he was Financial Controller at Unilever’s $1 billion UK Foods business, and he led the integration of Unilever and Bestfoods in the UK. He has also had a long interest in advanced Performance Management practice. He was a founder member of the Beyond Budgeting Round Table, and was the Chair of the European organization from 2001 to 2006. In the three years prior to his departure from Unilever in 2006, he instigated and then led the ‘Dynamic Performance Management’ project, aimed at introducing Beyond Budgeting ideas and practice right across the global enterprise. He is therefore one of a handful of people in the world who have taken on this challenge.
Currently, in addition to being a Visiting Fellow at Cranfield, Steve is studying for a PhD at Hull Business School. The subject of his doctorate is the application of cybernetics to the diagnosis and design of performance management systems. He has also written a number of academic papers and a book: ‘Future Ready: How to Master Business Forecasting’, which is due to be published by John Wiley and Sons in Autumn 2009.
Patrick Hoverstadt - Visiting Fellow, Centre for Business Performance Patrick has worked as a consultant since 1995 with organisations in both the private and public sector, mainly focusing on issues to do with organisational structure and change. He specialises in the use of leading edge approaches based in systems theory for analysing and designing organisations and work processes. He has developed several methodologies using systems approaches including: • Mosaic Transformation for large-scale organisational change • Dynamic performance management for measuring adaptation and managerial performance • Ladder governance model for governance structures in joint ventures • A Strategic Risk methodology based on 'structural coupling' He has worked on many restructuring projects, analysing structural weaknesses, and designing appropriate solutions and practical change plans with organisations such as AQA, Credit Suisse First Boston, Electricite de France, Fujitsu, Georgia Pacific, Glaxo, Graham & Brown, HM Customs & Excise.
John Radcliffe NHS Trust, OVE Arup & Partners, Probation Service, Royal Academy of Engineering, Steelcase Strafor, Sun Microsystems and the World Bank.Patrick has written 13 journal and conference papers, contributed to a number of books and is author of the book 'The Fractal organisation - creating sustainable organisations with the Viable System Model'.
His current research interests include: measuring the performance of management, performance management for emergent properties, strategic risk and technology supported strategic decision making.
Patrick ran an engineering business for 13 years prior to becoming a consultant, has an MBA from Aston University, is a visiting lecturer at Manchester Business School and Visiting Research Fellow at Cranfield.
8.30am Registration with coffee
9.15am Welcome and introduction from the Chair
Cycles of depression - control systems in a recession – Professor Mike Bourne
10.15am Managing Working Capital to Create Value - Dr Ruth Bender
11.00am Coffee and tea
11.15am Yes we can! A case study demonstrating how changing management systems can radically improve performance - Steve Morlidge
12.00pm Innovation is a route out of crisis, but which sort of innovation can be critically important – Patrick Hoverstadt
12.45pm Panel Discussion