Mike Bourne is Professor of Business Performance at Cranfield University where he is Director of the Centre for Business Performance. He chairs the Performance Measurement Association and is Director of the Infrastructure and Project Authority’s (Cabinet Office and Treasury) Performance Leadership Programme (PLP) that has engaged more than 1,200 senior public servants. He is a lead on the subject of governance for Project X (the collaboration between academia and government, working towards better project delivery). He has a PhD from the University of Cambridge and speaks internationally on the theme of organisational performance.Pippa Bourne is a Visiting Fellow at Cranfield School of Management and Director of Bourne Performance, a consultancy helping organisations to achieve higher levels of performance. Her particular interest is the relationship between the culture of the organisation and its performance. She has many years of practical experience working in Higher Education and professional organisations managing the relationships between different groups of people to create effective organisations. Most recently, she has been involved in research with a group of universities interviewing those involved in major government projects in the US and the UK. She has an MBA and has completed a certificate in Coaching at the University of Cambridge’s Institute for Continuing Education.

• List of illustrationsPrefaceAcknowledgementsIntroductionPart 1: Creating the Environment for ChangeChapter 1: What are the Challenges?Chapter 2: Leadership and Creating a Culture of EffectivenessChapter 3: The Skills of LeadershipChapter 4: Changing the ThinkingPart 2: Approaches for Making it HappenChapter 5: Creating Supportive StructuresChapter 6: Effectiveness and Planning for ChangeChapter 7: Stakeholders and ChangeChapter 8: Capacity and Capability for ChangeChapter 9: Theory of Change ToolsChapter 10: Measuring Performance: The Performance FrameworkChapter 11: Linking Measurement to StrategyChapter 12: How to Measure PerformanceChapter 13: Reviewing PerformanceChapter 14: Governance Part 3: Bringing it all TogetherChapter 15: Four Pillars of EffectivenessChapter 16: Reflections

Mike Bourne is Professor of Business Performance at Cranfield University where he is Director of the Centre for Business Performance. He chairs the Performance Measurement Association and is Director of the Infrastructure and Project Authority’s (Cabinet Office and Treasury) Performance Leadership Programme (PLP) that has engaged more than 1,200 senior public servants. He is a lead on the subject of governance for Project X (the collaboration between academia and government, working towards better project delivery). He has a PhD from the University of Cambridge and speaks internationally on the theme of organisational performance.Pippa Bourne is a Visiting Fellow at Cranfield School of Management and Director of Bourne Performance, a consultancy helping organisations to achieve higher levels of performance. Her particular interest is the relationship between the culture of the organisation and its performance. She has many years of practical experience working in Higher Education and professional organisations managing the relationships between different groups of people to create effective organisations. Most recently, she has been involved in research with a group of universities interviewing those involved in major government projects in the US and the UK. She has an MBA and has completed a certificate in Coaching at the University of Cambridge’s Institute for Continuing Education.

• List of illustrationsPrefaceAcknowledgementsIntroductionPart 1: Creating the Environment for ChangeChapter 1: What are the Challenges?Chapter 2: Leadership and Creating a Culture of EffectivenessChapter 3: The Skills of LeadershipChapter 4: Changing the ThinkingPart 2: Approaches for Making it HappenChapter 5: Creating Supportive StructuresChapter 6: Effectiveness and Planning for ChangeChapter 7: Stakeholders and ChangeChapter 8: Capacity and Capability for ChangeChapter 9: Theory of Change ToolsChapter 10: Measuring Performance: The Performance FrameworkChapter 11: Linking Measurement to StrategyChapter 12: How to Measure PerformanceChapter 13: Reviewing PerformanceChapter 14: Governance Part 3: Bringing it all TogetherChapter 15: Four Pillars of EffectivenessChapter 16: Reflections