Rapid benchmarking: the case of a multinational dairy company

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rubab Malik ◽  
Robin Mann ◽  
Rebecca Knapman
Keyword(s):  
Best Practices ◽  
Best Practice ◽  
Success Factors ◽  
Structured Interviews ◽  
Rapid Improvement ◽  
Content Type ◽  
Team Members ◽  
Internal Benchmarking ◽  
The Right

PurposeThe purpose of the study is to investigate and document a new approach to best practice benchmarking called rapid benchmarking. Rapid benchmarking is defined by the authors as an approach to dramatically shorten the typical length of time to conduct a successful best practice benchmarking project.Design/methodology/approachThe methodology involved a case study exploration of a multinational dairy company's best practice benchmarking approach using structured interviews and data collection to examine the speed and results achieved through its benchmarking approach and whether it was justified in naming it as rapid benchmarking. A comparison of the speed of the dairy company's approach was undertaken against 24 other organisations that had utilised the same benchmarking methodology (TRADE Best Practice Benchmarking). In addition, a literature review was undertaken to search for other cases of rapid benchmarking and compare rapid benchmarking with other rapid improvement approaches.FindingsThe findings revealed that the approach used by the dairy company was unique, with best practices being identified and action plans signed off for deployment within a five-day period (far quicker than the average time of 211 days reported by other organisations). Key success factors for rapid benchmarking were found to be allocating five dedicated days for the benchmarking team to spend on the project, identifying the right team members for the project, obtaining sponsorship support for the project and providing intensive facilitation support through a benchmarking facilitator.Research limitations/implicationsOnly one company was found to use a rapid benchmarking approach; therefore, the findings are from one case study. The depth of analysis presented was restricted due to commercial sensitivity.Practical implicationsThe rapid benchmarking approach is likely to be of great interest to practitioners, providing them with a new way of finding solutions and best practices to address challenges that need to be solved quickly or with minimal expense. For organisations that have been using benchmarking for many years, the research will enable them to re-evaluate their own benchmarking approach and consider if rapid benchmarking could be used for some projects, particularly for internal benchmarking where it is easier to apply.Originality/valueThis research is the first to identify and document a rapid benchmarking approach and the first to provide a detailed analysis of the length of time it takes to undertake best practice benchmarking projects (and each stage of a benchmarking project).

scholarly journals Critical success factors for facility management employer’s information requirements (EIR) for BIM

Facilities ◽  
2019 ◽  
Vol 37 (1/2) ◽  
pp. 103-118 ◽  
Author(s):  
Simon Ashworth ◽  
Matthew Tucker ◽  
Carsten K. Druhmann
Keyword(s):  
Information Needs ◽  
Success Factors ◽  
Facility Management ◽  
Guidance Document ◽  
Structured Interviews ◽  
Information Requirements ◽  
Content Type ◽  
Starting Point ◽  
The Right

PurposeThis paper aims to describe the development and testing of an employer’s information requirements (EIR) template and guidance document designed to meet client and facility management (FM) needs in the building information modelling (BIM) process.Design/methodology/approachA qualitative design approach was used and triangulation of methods which included a focus group with the British Institute of Facilities Management (BIFM), semi-structured interviews with the case study Glasgow Life Burrell Renaissance Project who trialled the EIR and peer-reviews and interviews with BIM/CAFM experts from the BIM Academy and FM180.FindingsSpecific guidance to help clients and facility managers prepare key BIM documents like the EIR are needed. They are aware of industry BIM standards and guidance but often not in detail. The Glasgow Life case study illustrated the EIR as a useful collaboration-tool to bring together stakeholders in early planning stages to understand client information needs.Social implicationsAssets and buildings account for most of the energy and material use in society. A well-structured EIR will help ensure the right information is available to enable optimisation of running costs and utility-use over their whole life, thus contributing to long-term sustainability.Originality/valueThis paper provides a new EIR template and guidance document ideal for practitioners in industry as a practical starting point to plan the client information requirements for BIM projects. It can be downloaded atwww.bifm.org.uk/bifm/knowledge.

Collaborative design in public services: a wicked problem-reframing case

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Patrícia Moura e Sá ◽  
Catarina Frade ◽  
Fernanda Jesus ◽  
Mónica Lopes ◽  
Teresa Maneca Lima ◽  
...  
Keyword(s):  
Collaborative Design ◽  
Success Factors ◽  
Central Government ◽  
Wicked Problem ◽  
Low Density ◽  
Structured Interviews ◽  
Content Type ◽  
Critical Success ◽  
Definition Of ◽  
The Right

PurposeWicked problems require collaborative innovation approaches. Understanding the problem from the users' perspective is essential. Based on a complex and ill-defined case, the purpose of the current paper is to identify some critical success factors in defining the “right problem” to be addressed.Design/methodology/approachAn empirical research study was carried out in a low-density municipality (case study). Extensive data were collected from official databases, individual semi-structured interviews and a focus group involving citizens, local authorities, civil servants and other relevant stakeholders.FindingsAs defined by the central government, the problem to be addressed by the research team was to identify which justice services should be made available locally to a small- and low-density community. The problem was initially formulated using top-down reasoning. In-depth contact with citizens and key local players revealed that the lack of justice services was not “the issue” for that community. Mobility constraints and the shortage of economic opportunities had a considerable impact on the lack of demand for justice services. By using a bottom-up perspective, it was possible to reframe the problem to be addressed and suggest a new concept to be tested at later stages.Social implicationsThe approach followed called attention to the importance of listening to citizens and local organisations with a profound knowledge of the territory to effectively identify and circumscribe a local problem in the justice field.Originality/valueThe paper highlights the limitations of traditional rational problem-solving approaches and contributes to expanding the voice-of-the-customer principle showing how it can lead to a substantially new definition of the problem to be addressed.

scholarly journals Critical strategic issues for the integration of facilities management into the development process

2017 ◽  
Vol 35 (4) ◽  
pp. 380-393 ◽  
Author(s):  
Matthew Paul Tucker ◽  
Mohd Rayme Anang Masuri ◽  
Alison Cotgrave
Keyword(s):  
Best Practices ◽  
Best Practice ◽  
Development Process ◽  
Research Approach ◽  
Facilities Management ◽  
Structured Interviews ◽  
Property Development ◽  
Content Type ◽  
Strategic Issues ◽  
The Uk

Purpose The purpose of this paper is to identify the critical strategic issues for the integration of facilities management (FM) into the development process (DP). It explains the factors that limit the integration and recognises the best practices applied in the property development industry in the UK. Design/methodology/approach The study employs a qualitative research approach through semi-structured interviews from the FM and property development industry in the UK. Findings The study discovered that the recognition of FM in the property development industry is encouraging. However, FM has been given a low priority in the property development industry, resulting in facilities managers being inadequately integrated into the DP. Originality/value The paper suggests that it is imperative to understand these strategic issues to promote best practice in the industry that improve the position of FM in the property development industry.

Success factors for hackathons: German banks collaborate to tame the economic crisis

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anna Feldmann ◽  
Frank Teuteberg
Keyword(s):  
Design Methodology ◽  
Best Practice ◽  
Success Factors ◽  
Banking Sector ◽  
Banking Industry ◽  
Qualitative Interviews ◽  
Case Analysis ◽  
Content Type ◽  
Cross Case Analysis

Purpose This paper aims to focus on the banking industry and its hackathon formats, which have been created by various banking groups. Other industries can learn from these findings and adopt best practice solutions. Design/methodology/approach A multi-case study was conducted with three hackathon formats (Collabothon, GENOhackathon and Symbioticon) from the banking sector in which qualitative interviews with members of the organization team were held and used to summarize the differences and similarities of hackathon formats in the banking industry. Findings A model was developed to demonstrate how the different hackathon formats in banking overlap and what differences exist. Originality/value This study used a cross-case analysis to summarize differences and similarities of hackathon formats in the banking industry in Germany.

scholarly journals Assignment of project team members to projects

2019 ◽  
Vol 13 (6) ◽  
pp. 1381-1402
Author(s):  
Shankar Sankaran ◽  
Anne Live Vaagaasar ◽  
Michiel Christian Bekker
Keyword(s):  
Critical Realism ◽  
Project Managers ◽  
Project Team ◽  
Influence Strategies ◽  
Structured Interviews ◽  
Senior Managers ◽  
Content Type ◽  
Team Members ◽  
Balanced Leadership ◽  
The Right

Purpose The purpose of this paper is to investigate how project managers, influence the assignment of project team members by directly assigning or specifying who they want or by indirectly using lateral influence strategies to secure the appropriate resources. This study is part of a wider study investigating the balance between vertical and horizontal leadership in projects in which nomination (or assignment) was identified as a key event contributing to balancing the leadership. It focuses specifically on the nomination or assignment event at the start of a project. Design/methodology/approach Based on the philosophy of critical realism, case studies were used to collect data through 70 semi-structured interviews in Australia, Scandinavia and South Africa. Interviews were conducted with senior managers, project managers and project team members. Two project team members who worked with the same project manager were interviewed to gather diverse views. The data were analyzed individually by researchers from each location using a coding method proposed by Miles et al. (2014). The researchers then jointly analyzed the findings to arrive at five common themes from that explained how team members were assigned in practice. Findings Despite the recognized need for project managers to form their own teams, this study found that project team members were often assigned by others. This was because project managers lacked authority to secure their resources. Therefore, they used lateral influence strategies to help with assigning project team members. The study identified five lateral influencing strategies adopted by project managers to assign team members: creating an image of competence; creating coalitions; taking a gamble; waiting for the right moment; and reasoning with facts. Two of these lateral influencing strategies were not identified in the previous literature on influencing strategies used in organizations. Research limitations/implications The findings should not be viewed as representative of the respective continents where the cases were studied. However, this study contributes to the literature on project management, illuminating how project teams are assigned and by whom and, specifically, the role that influence plays during this event of the balanced leadership theory. It also identifies the types of lateral influence strategies used by project managers when assigning team members to their projects. It provides a pathway to explore the use of lateral influencing strategies by project managers beyond the assignment process. Practical implications This study will help project managers to become aware of influencing strategies that they can use in practice while assigning team members to their projects. It will also highlight the importance of assigning the right resources to projects with a view to achieving balanced leadership. Originality/value This research is of value to organizations using projects to successfully deliver their strategies by assigning suitable resources to their projects.

Dispersed knowledge management in ecosystems

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Leonardo Augusto de Vasconcelos Gomes ◽  
Aline Mariane de Faria ◽  
Felipe Mendes Borini ◽  
Ximena Alejandra Flechas Chaparro ◽  
Matheus Graciani dos Santos ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Structured Interviews ◽  
Content Type ◽  
Knowledge Strategy ◽  
Multiple Case ◽  
New Type ◽  
The Right ◽  
Knowledge Strategies ◽  
Micro Foundations

Purpose Accessing and sharing dispersed knowledge in ecosystems is neither easy nor automatic. In ecosystems, focal firms should purposely create the right conditions and act to deal with dispersed knowledge. This study aims to investigate how focal firms manage dispersed knowledge in ecosystems characterized by a set of autonomous, heterogeneous, yet interdependent actors involved in experimentation under uncertainty. Design/methodology/approach Following a conceptual framework based on preceding literature, this study conducted a broad qualitative case study of 6 firms and 12 projects, with 43 semi-structured interviews to identify the patterns of actions associated with dispersed knowledge management (KM) in ecosystems. This paper combines coding and multiple case comparisons to examine the processes and strategies used by the firms to strategically manage dispersed knowledge in ecosystems. Findings This paper proposes a framework that articulates a new type of orchestration (dispersed knowledge orchestration) and offers a new set of dispersed knowledge strategies (transfer, modularity and circular) for ecosystems. Practical implications Innovation and knowledge managers play the roles of dispersed knowledge orchestrators. The study offers guidance on how focal firms should carefully use a particular set of approaches (e.g. integrative theorization) including a portfolio of dispersed knowledge strategies in ecosystems. Originality/value Current literature on KM and ecosystem management offers a limited understanding of how organizations manage dispersed knowledge in ecosystems. The research provides three major original contributions. First, the framework contributes to broadening the current understanding of ecosystem orchestration by identifying the micro-foundations of dispersed knowledge orchestration: integrative theorization, nurturing distributed sensemaking and a new chapter for ecosystem governance (i.e. dispersed knowledge governance). Moreover, the framework proposes a new type of strategy, the dispersed knowledge strategy. Finally, by exploring the interplay between the micro-foundations of dispersed knowledge orchestration and dispersed knowledge strategy, the results contribute to a multi-level approach in the field.

scholarly journals How can leaders and managers in the Police support the learning of others and at the same time, support their own?

2018 ◽  
Vol 7 (3) ◽  
pp. 228-247 ◽  
Author(s):  
Jenni Jones
Keyword(s):  
Focus Groups ◽  
Personal Development ◽  
Structured Interviews ◽  
Line Managers ◽  
Content Type ◽  
Team Members ◽  
Study Approach ◽  
Moderating Factors ◽  
The Uk

Purpose The purpose of this paper is to attempt to demonstrate that formal mentoring is a helpful tool to develop managers within the changing context of the UK Police, and to highlight how managers can have an influence on mentoring programmes and the learning within them. Design/methodology/approach A longitudinal qualitative case study approach was chosen and semi-structured interviews were conducted alongside focus groups. Findings The findings showed that both mentees and mentors perceived they were learning within the mentoring relationship. Also, despite some common themes in relation to the key moderating factors, managers were seen as both facilitating and hindering these mentoring relationships. Research limitations/implications It was recognised that although interesting to compare and contrast the findings between the two different case study organisations, the findings drawn from this study may not be directly applicable to other mentoring programmes beyond these UK Police Forces. More could have been explored in the focus groups and information could have been collected from those that did not attend the interviews or the focus groups. Originality/value This research adds value as there is little written about the mentoring and managers, within the interesting changing context of the UK Police force. The insights from this mentoring research suggest that there is much learning to be gained by both parties through mentoring and that line managers need to be encouraged away from the day to day reactive approach towards being more proactive with supporting the personal development of their team members (and themselves) into the future. If they are more involved and supportive of learning and development interventions, then they and their team members will gain more from the experience and this will ultimately help them to make a more positive difference within their role.

Critical success factors in the management of ideas as an essential component of innovation and business excellence

2018 ◽  
Vol 10 (3) ◽  
pp. 214-232 ◽  
Author(s):  
Gilberto Santos ◽  
José Afonseca ◽  
Nuno Lopes ◽  
Maria João Félix ◽  
Federica Murmura
Keyword(s):  
Case Studies ◽  
Success Factors ◽  
Structured Interviews ◽  
Content Type ◽  
Critical Success ◽  
Business Excellence ◽  
Idea Management ◽  
A Company ◽  
Goals And Objectives

Purpose This research aims to focus on the idea management system (IMS) with the main purpose of identifying and describing the factors that promote success in managing ideas, grounded on the analysis of case studies. Design/methodology/approach The method used consists of a case study and semi-structured interviews with those directly responsible for the management of ideas from four companies, which are presented in this paper. Findings The main findings, critical for the success of an IMS, are as follow: the involvement of top management, evidence of results, establishment of goals and objectives, dissemination of good results, willingness to share and develop ideas, complete transparency in the management of ideas, maintenance of dynamic and proactive attitudes and mainly recognition. All have been described. Research limitations/implications This work presents a preliminary framework for further research toward the study of CSFs inherent to IMSs that is still bound by the limited number of case studies presented. Further research should be undertaken to broaden and consolidate the presented CFSs and their pertinence. Originality/value This study, although limited to four case studies, presents conclusive results that support managers of suggestion systems/IMSs in improving or deploying such systems. The main factors were identified and described. They can contribute to the effectiveness of employee suggestion system. It can be reasoned from this investigation that the contributions from employees toward the success of a company leads to excellence in business.

scholarly journals Collaborative innovation: catalyst for a destination’s event success

2018 ◽  
Vol 30 (6) ◽  
pp. 2499-2516 ◽  
Author(s):  
Peter Schofield ◽  
Phil Crowther ◽  
Leo Jago ◽  
John Heeley ◽  
Scott Taylor
Keyword(s):  
Success Factors ◽  
Single Case ◽  
Future Research ◽  
Multiple Perspectives ◽  
Structured Interviews ◽  
Content Type ◽  
Collaborative Innovation ◽  
Targeted Marketing

PurposeThis paper aims to contribute to theory concerning collaborative innovation through stakeholder engagement with reference to Glasgow City Marketing Bureau’s (GCMB’s) management strategies, which represent UK best practice in events procurement, leveraging and destination branding.Design/methodology/approachThe research adopts a case study design to facilitate an in-depth evaluation of the destination marketing organisation’s (DMO’s) critical success factors. Multiple perspectives on GCMB’s collaborative innovation are achieved through semi-structured interviews with senior managers from the bureau, key stakeholders and other DMOs.FindingsGCMB’s success results from long-term, extensive, collaborative engagement, a unique institutional structure and sustained political and financial support through to transformational leadership, strategic event selection and targeted marketing through “earned” distribution channels.Research limitations/implicationsThe study takes a single case study approach and focusses on GCMB’s event-led branding strategy. Given the importance but relative neglect of long-term inter-personal relationships in collaborative innovation, future research should focus on the development of social capital and adopt a longitudinal perspective.Practical implicationsThe paper provides insights into the collaborative innovation process with a range of stakeholders, which underpins GCMB’s events strategy and its leveraging of the city brand. In particular, the study highlights the need for entrepreneurial leadership and the development of long-term relationships for effective engagement with stakeholders.Originality/valuePrevious research has focussed on outcomes and neglected pre-requisites and the process of collaborative innovation between destination stakeholders. This study examines this issue from the perspective of a successful DMO and presents a conceptual framework and new engagement dimensions that address this gap in knowledge.

Measuring and improving food safety culture in a five-star hotel: a case study

2018 ◽  
Vol 10 (3) ◽  
pp. 345-357 ◽  
Author(s):  
Aurelia Caccamo ◽  
Joanne Zaida Taylor ◽  
Dellora Daniel ◽  
Ringaile Bulatovic-Schumer
Keyword(s):  
Food Safety ◽  
Safety Culture ◽  
Best Practice ◽  
Safety Management ◽  
Longitudinal Case Study ◽  
Structured Interviews ◽  
Content Type ◽  
Food Safety Culture ◽  
Food Safety And Quality

Purpose The purpose of this paper is to present a case study of the JW Marriott Marquis in Dubai, the tallest hotel in the world, which measured and improved their food safety culture as part of the Culture Excellence Program. It is the fifth article in a theme issue of Worldwide Hospitality and Tourism Themes, discussing the importance of measuring food safety and quality culture. Design/methodology/approach A longitudinal case study was used, including an online anonymous survey taken by a representative number of employees and supporting in-depth semi-structured interviews. Findings The company received a high score in year one of the research, and the reasons for this are discussed. Taking their best practices further with the use of the survey data, they then saw quantitative improvement in year two which was maintained in year three. This demonstrates elements of best practice in food safety management and how measuring culture within a business can facilitate continual improvement. Originality/value This paper demonstrates how and why a five-star hotel has measured and improved their food safety culture, with practical examples. It will be of value to food safety and quality practitioners, trainers, auditors and other stakeholders involved in the food industry.

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