Contact Graham Clark
- Email: firstname.lastname@example.org
Graham started his career as an engineer in the automotive industry, progressing rapidly to manage manufacturing units in engineering companies. He came to Cranfield in 1986 to teach operations management, and developed expertise in working with companies making the transition from a product to service focus.
The focus of Graham's work is with operations leaders throughout an organisation, enabling them to become more strategic in their thinking. He also concentrates on the overlap between operations strategy, change leadership and employee engagement. Graham has carried out research into the role of team leaders in "high commitment, low discretion" operations such as call and contact centres. He has also been trained as a psychotherapist and uses insights from systems thinking and psychodynamics in designing change processes. He is also heavily involved with the School's personal development activities for Masters and Executive programmes. He is the co-author of a best-selling text book (Service Operations Management; Financial Times/Prentice Hall). His interest in service is reflected in his role as Non-Executive Director for the Institute of Customer Service, and he is a member of the editorial board of Customer Focus.
Graham has worked with organisations in a wide range of sectors that include pharmaceuticals, financial service, defence, charities such as hospices and housing associations, telecommunications and professional services. Recent work has focused on the management of global operations.
Articles In Journals
- Clark G (2010) Reconnecting after Change, Management Focus (29) 14-15.
- James K & Clark G (2002) Service organisations: issues in transition and anxiety containment, Journal of Managerial Psychology, 17 (5) 394-407.
- Macaulay GS & Clark GR (1998) Creating a Customer Focused Culture: Some Practical Frameworks and Tools, Managing Service Quality, 8 (3).
- Turnbull James K & Clark G (2002) Introducing managers on a management development programme to the relevance of unconscious dynamics to their leadership roles. In: OPUS Conference, London.
- Clark G & James K (1997) The Coping Zone: Stress and Quality. In: Managing Service Operations. In: IV International European Operations Management Association Conference, Barcelona.
- James K & Clark G (1997) The Service Shop; Extending the service operations taxonomy, understanding the management issues in different service environments, and managing transitions. In: British Academy of Management Conference, London, 9-11 September 1997.
- James K & Clark G (1997) The Coping Zone: Stress and Quality. In: IV International European Operations Management Association Conference, Barcelona.
- Clark G, Ayala B & Mayne L (1996) Human Resource Considerations for Delivery of Customer Service. In: EIASM 2nd International Workshop on Service Productivity, Madrid.
- Clark G & Johnston R (2008) Service operations management. Financial Times Prentice Hall, ed. 3rd.
- Clark G & Johnston R (2005) Service Operations Management. Financial Times/Prentice Hall.