Neil Bentley has been helping organizations to improve their front-line operating performance since the late 1980s. Originally qualified in Psychology, he started work at Lucas Industries in the 1980s, gaining experience in manufacturing production management and learning about Systems Engineering and the Toyota Production System. Neil went on to work at PA Consulting Group focusing on culture and organizational change in financial services and the public sector.Richard Jeffery qualified in Systems and Management at City University London, researching and applying technology support for decision-making processes based around John Warfield and Peter Checkland’s system-thinking theories. Working at PA Consulting Group and Coopers and Lybrand, he specialized in organizational change management and operational effectiveness in financial services.Together they began developing the Active Operations Management (AOM) method and the Workware software as partners at the boutique consultancy OCP. They launched ActiveOps as an independent business in 2005.Since then they have overseen the evolution of the business from a 6-person operation based in Reading, UK to become a global operation with divisions in Australia, India, South Africa and North America. Today Richard leads the business and Neil is a non-executive member of the board.

I enjoyed this book and learning more about active operations management. It gave me some key tips and advice that I am excited to apply throughout the workplace.

• Table of ContentsIntroduction 6Section 1: The importance of having a method 6Chapter One: Why this and why now? 6Chapter 2: The Nuts and Bolts of Service Operations 10Chapter 3: How AOM Helps to Achieve Balance 16Chapter 4: Why Bother? 25Section 2: What is AOM and how does it work? 32Chapter 5: We are all out of Magic Bullets 32Chapter 6: The Four Perspectives 37Chapter 7: Behaviours and Skills 41Chapter 8: The AOM Method and Tools 49Chapter 9: So how do you rate yourself? 56Chapter 10: Overview of the AOM Method 60Chapter 11: Back to Basics 67Chapter 12: Your first plan 72Chapter 13: Planning Work 79Chapter 14: Balancing a Plan 87Chapter 15: Controlling to Plan 94Chapter 16: Reviewing and Learning 99Section 4: AOM and The Bigger Picture 109Chapter 17: Where next? 109Chapter 18: AOM in a world of change 112Chapter 19: AOM and the future of operations 119Chapter 20: Goodbye and Goodluck 126

Neil Bentley has been helping organizations to improve their front-line operating performance since the late 1980s. Originally qualified in Psychology, he started work at Lucas Industries in the 1980s, gaining experience in manufacturing production management and learning about Systems Engineering and the Toyota Production System. Neil went on to work at PA Consulting Group focusing on culture and organizational change in financial services and the public sector.Richard Jeffery qualified in Systems and Management at City University London, researching and applying technology support for decision-making processes based around John Warfield and Peter Checkland’s system-thinking theories. Working at PA Consulting Group and Coopers and Lybrand, he specialized in organizational change management and operational effectiveness in financial services.Together they began developing the Active Operations Management (AOM) method and the Workware software as partners at the boutique consultancy OCP. They launched ActiveOps as an independent business in 2005.Since then they have overseen the evolution of the business from a 6-person operation based in Reading, UK to become a global operation with divisions in Australia, India, South Africa and North America. Today Richard leads the business and Neil is a non-executive member of the board.

I enjoyed this book and learning more about active operations management. It gave me some key tips and advice that I am excited to apply throughout the workplace.

• Table of ContentsIntroduction 6Section 1: The importance of having a method 6Chapter One: Why this and why now? 6Chapter 2: The Nuts and Bolts of Service Operations 10Chapter 3: How AOM Helps to Achieve Balance 16Chapter 4: Why Bother? 25Section 2: What is AOM and how does it work? 32Chapter 5: We are all out of Magic Bullets 32Chapter 6: The Four Perspectives 37Chapter 7: Behaviours and Skills 41Chapter 8: The AOM Method and Tools 49Chapter 9: So how do you rate yourself? 56Chapter 10: Overview of the AOM Method 60Chapter 11: Back to Basics 67Chapter 12: Your first plan 72Chapter 13: Planning Work 79Chapter 14: Balancing a Plan 87Chapter 15: Controlling to Plan 94Chapter 16: Reviewing and Learning 99Section 4: AOM and The Bigger Picture 109Chapter 17: Where next? 109Chapter 18: AOM in a world of change 112Chapter 19: AOM and the future of operations 119Chapter 20: Goodbye and Goodluck 126

Neil Bentley has been helping organizations to improve their front-line operating performance since the late 1980s. Originally qualified in Psychology, he started work at Lucas Industries in the 1980s, gaining experience in manufacturing production management and learning about Systems Engineering and the Toyota Production System. Neil went on to work at PA Consulting Group focusing on culture and organizational change in financial services and the public sector.Richard Jeffery qualified in Systems and Management at City University London, researching and applying technology support for decision-making processes based around John Warfield and Peter Checkland’s system-thinking theories. Working at PA Consulting Group and Coopers and Lybrand, he specialized in organizational change management and operational effectiveness in financial services.Together they began developing the Active Operations Management (AOM) method and the Workware software as partners at the boutique consultancy OCP. They launched ActiveOps as an independent business in 2005.Since then they have overseen the evolution of the business from a 6-person operation based in Reading, UK to become a global operation with divisions in Australia, India, South Africa and North America. Today Richard leads the business and Neil is a non-executive member of the board.

I enjoyed this book and learning more about active operations management. It gave me some key tips and advice that I am excited to apply throughout the workplace.

• Table of ContentsIntroduction 6Section 1: The importance of having a method 6Chapter One: Why this and why now? 6Chapter 2: The Nuts and Bolts of Service Operations 10Chapter 3: How AOM Helps to Achieve Balance 16Chapter 4: Why Bother? 25Section 2: What is AOM and how does it work? 32Chapter 5: We are all out of Magic Bullets 32Chapter 6: The Four Perspectives 37Chapter 7: Behaviours and Skills 41Chapter 8: The AOM Method and Tools 49Chapter 9: So how do you rate yourself? 56Chapter 10: Overview of the AOM Method 60Chapter 11: Back to Basics 67Chapter 12: Your first plan 72Chapter 13: Planning Work 79Chapter 14: Balancing a Plan 87Chapter 15: Controlling to Plan 94Chapter 16: Reviewing and Learning 99Section 4: AOM and The Bigger Picture 109Chapter 17: Where next? 109Chapter 18: AOM in a world of change 112Chapter 19: AOM and the future of operations 119Chapter 20: Goodbye and Goodluck 126