Background

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.


Publications

Articles In Journals

Conference Papers

  • Bourne M & Pavlov A (2016) Performance Management Review Meetings: The Invisible Hand of Performance Management. In: PMA Performance Management Association 2016 conference, Edinburgh.
  • 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.
  • 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, Helsinki.
  • Franco-Santos M, Khilji S & Bourne M (2011) Understanding the performance impact of Investors in People: A social exchange approach.
  • Pavlov A & Bourne M (2010) Routines under pressure: The dynamics of organizational routines in performance management reviews.
  • Martinez V, Pavlov A & Bourne M (2009) Reviewing performance: An analysis of the structure and functions of performance management reviews.
  • 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.
  • Pavlov A & Bourne M (2008) Complex research design: is it necessary and is it worth it?.
  • 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.
  • Pavlov A & Bourne M (2007) Using performance measurement as an instrument of change: The micro aspects of 'Managing though Measures'.
  • Pavlov A & Bourne M (2007) Responding to contemporary challenges in performance management: Measuring organizational routines.
  • Pavlov A & Bourne M (2007) Understanding the foundations of 'Managing through measures' The impact of performance measurement on organizational processes.
  • Bourne M (2006) Performances Measures.
  • Franco-Santos M, Bourne M & Huntington R (2005) The relationship between strategic performance measurement systems and executive compensation systems: A UK based study.
  • Wilcox M, Mason S, Neely A & Bourne M (2004) Predictive performance measurement: taking control of business processes in manufacturing.
  • Micheli P, Franco-Santos M, Marr B & Bourne M (2004) Business performance measurement - an organisational theory perspective.
  • Franco-Santos M & Bourne M (2004) Are strategic performance measurement systems really effective?.
  • 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?.
  • Kennerley M & Bourne M (2003) Assessing and maximising the impact of measuring business performance.
  • Franco-Santos M & Bourne M (2003) The link between strategic performance measurement systems and reward systems: a review of theory and practice.
  • Bourne M, Kennerley M & Franco-Santos M (2003) Managing through measures: a study of the impact of performance measurement on performance.
  • Franco-Santos M & Bourne M (2003) Business performance measurement systems: a systematic review.
  • Wilcox M & Bourne M (2003) Predictive performance measures.
  • Bourne M & Neely A (2002) Performance Measurement Systems implementation: the dynamics of success and failure.
  • Bititci U, McCallum N, Bourne M & Turner T (2002) Performance indicators for sustainable competitive advantage: the next frontier.
  • Wilcox M & Bourne M (2002) Performance Measurement and Prediction.
  • Bourne M & Wilcox M (2001) Performance measurement system design processes for engineering and other service functions.
  • 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.
  • Wilcox M & Bourne M (2001) 'What gets measured gets done' - but how do performance measures affect the culture of an organisation?.
  • Bourne M, Neely A, Platts K & Mills J (2001) Why performance measurement initiatives succeed and fail, the perceptions of participating managers.
  • Platts K, Mills J, Richards A, Bourne M & Neely A (2001) Researching Strategic Management Processes.
  • Bourne M & Neely A (2000) Performance Measurement System Interventions: The Impact of Parent Company Initiatives on Success and Failure.
  • Bourne M, Mills J, Neely A, Platts K & Richards A (2000) Performance Measurement and the Competence Approach to Strategy.
  • Hudson M, Smart P (b), Bourne M & Lean J (2000) Only Just Managing - No Time to Measure.
  • Bititci U, Turner T & Bourne M (2000) Performance Measurement - Processes Versus Model.
  • Mills J, Bourne M, Platts K & Gregory M (2000) Applying Resource Based Theory: Strategy in a Service Network.
  • Bourne M, Mills J, Neely A, Platts K & Richards A (1999) Performance Measures for Sustaining and Developing Competences and Capabilities.
  • Richards A, Platts K, Bourne M, Mills J & Neely A (1999) Categorizing Organization Design for Innovation Management.
  • Mills J, Bourne M, Neely A, Platts K & Gregory M (1999) Operations Strategy and the Resource Based Theory of the Firm.
  • Mills J, Bourne M, Platts K & Gregory M (1999) Competence in a Service Network: Accessing Underlying Resources.
  • Miils J, Bourne M, Platts K, Gregory M & Neely A (1999) Pragmatic Methods for Evaluation Company Resources and Competences.
  • Bourne M, Neely A, Mills J & Platts K (1999) Performance Measurement System Implementation: An Investigation of Failures.
  • Neely A, Bourne M, Platts K, Richards A & Gregory M (1998) Developing and Testing Management Processes.
  • Platts K, Mills J, Neely A, Bourne M & Richards A (1998) Linking Company Characteristics and the Adoption of Formal Strategic Processes.
  • Bourne M & Neely A (1998) Why do Performance Measurement Initiatives Succeed and Fail?.
  • Mills J, Bourne M, Platts K, Neely A, Richards A & Gregory M (1998) Developing a Service Competence: An Analysis of Underlying Resources.
  • Bourne M (1998) Some insights into the reasons for success and failure of performance measurement systems.
  • 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.
  • Platts K, Mills J, Bourne M, Richards A & Neely A (1998) The Implementation of a Facilitated Manufacturing Strategy Process.
  • Platts K, Mills J, Neely A, Bourne M & Richards A (1998) Processes: An Engineering Approach to Manufacturing Management.
  • Bourne M, Wilcox M, Neely A, Mills J & Platts K (1998) Embedding Performance Measurement Systems in SMEs: Lessons from Three Longitudinal Case Studies.
  • Bourne M, Wilcox M, Hamblin D, Bicheno J & Neely A (1997) Experiences from Facilitating the Design and Implementation of Performance Measures - The Influrence of the Team and its Leader.
  • Bourne M (1997) The Demand Solution Matrix.
  • Bourne M (1997) Measuring the Right Things, Right.
  • Richards A, Bourne M, Mills J, Platts K & Neely A (1997) A Collaborative Network for Case Study Research in Manufacturing Companies.
  • 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.
  • 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.
  • Neely A, Mills J, Platts K, Richards A, Gregory M & Bourne M (1996) Developing and Testing a Process for Performance Measurement System Design.

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. Valle-Cabrera, R. and Lopez-Cabrales, A. (ed.), 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.
  • (2004) The Handbook of Performance Measurement.
  • 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.
  • (2001) The Handbook of Performance Measurement.
  • 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.