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In order to address the issue of why so many small and medium enterprises (SMEs) find it difficult to put the principles of Lean production into practice, research at Newcastle developed a `bite-size' methodology suited to their requirements. The research has had impact in three areas: on the practice of 25 SMEs involved in an international project in the North Sea Region of Europe; on the performance of these companies on such measures as cost and productivity; and, in the form of six new Innovative Productivity Centres, on the regional infrastructural support for SMEs.
Research conducted at Warwick Business School (WBS), in collaboration with Warwick Medical School and Warwick Manufacturing Group, has provided new models and techniques for understanding and improving hospital processes and has been adopted by four NHS Trusts in England, informing their services and professional practice as well as enabling more efficient decision making. Research findings have been used to develop the SimLean concept, a simulation approach for use in hospitals. SimLean was developed in order to educate healthcare staff about lean principles and has been adopted commercially by the global company Simul8 as a platform for further development. Significantly, this research has also informed the national strategy for service improvement in the NHS.
Research undertaken at the University of Cambridge Department of Engineering (DoEng) since 1998 on strategic technology management resulted in a principled and generalised method of creating roadmaps for technology and innovation management. This research was developed into a complete toolkit through case studies and consulting by the DoEng's wholly-owned subsidiary Institute for Manufacturing Education and Consulting Services Ltd (IfM ECS). Organisations in 26 countries commissioned over 115 consulting projects during 2008-13, benefiting through improved business performance and practices, the adoption of new technologies or processes and the better alignment of technology strategies with policy and commercial imperatives. IfM ECS's revenue from consulting, publications and events based on the research findings was GBP 3,479,758 in the period.
The Construction and Property Research Centre (CPRC) has had an impact on supply chain collaboration, process improvement, and technology integration in the construction industry, primarily in the South West of England, but also nationally and internationally. Its impact has been enhanced by its leading role in four major regional knowledge exchange initiatives (Construction Knowledge Exchange, Future Foundations, Constructing Excellence and the Environmental iNet). Through these initiatives, CPRC's research has contributed to the change in culture of the construction industry from `adversarial' to more collaborative. This has increased capacity and improved performance of public and private construction clients, construction companies, specialist subcontractors, SMEs and individual professionals. By delivering training and on-line materials, and supporting the sector through numerous business consultancies and `best practice clubs' it has directly influenced over 700 companies and 1700 professionals leading to streamlined construction processes, costs savings, reduced errors, and increases in efficiency, productivity and profitability.
This case study focuses on the impact of a significant body of empirical, evidence-based research on managing electronic records (ERM) which involved global participation. The impact relates primarily to the behaviour change of information and records professionals in terms of their practice (e.g. strategic planning, service delivery, advice, and education), ways of thinking/decision-making, and their engagement with and/or conduct of research. It is both incremental and transformative in nature. The beneficiaries are practitioners in the UK and internationally. Specific examples are the Chief of Archives and Records Management, United Nations, and those receiving training in six countries.
Lynda Gratton has examined how the transformational forces of globalization and technology are changing the nature of work and how organizations can prepare for this transformation. This has been particularly infb02uential for multinational corporations that are seeking to become more innovative and productive in the face of the extraordinary transformation of their external context. Gratton's research has achieved substantial and far-reaching impact via her highly infb02uential books and practitioner-orientated articles; its signifb01cance is recognized by major prizes and awards from the business community; and it illustrates the use of specifb01c channels (Gratton's Hot Spots Movement; and The Future of Work Consortium) to convert academic research into real-world impact.
Development of the UK construction industry was hampered by a focus on individual projects, with two drawbacks: limited transfer of lessons learned from one project to the next, and limited focus on systemic innovation and wider commercial opportunities.
Drawing on their research, our Innovation and Entrepreneurship Group helped construction companies — including Laing O'Rourke (LOR), Arup, and Mace — overcome these obstacles by adopting a `systems integration' model to capture and utilise lessons learned, and by developing Executive Education programmes to make project engineers aware of wider commercial and innovation issues. These improvements enhanced delivery of major projects such as the Olympic Park and Crossrail.
The Group changed firm behaviour, re-orientated project management practices, and translated lessons learned into organisational capabilities at LOR, Arup, and Mace.
Beneficiaries were the UK construction and consulting engineering sector, who as a result were better equipped to innovate and compete globally, and their clients, such as the UK Olympic Delivery Authority and Crossrail.
Research at the University of Exeter Business School (UoEBS) has embedded low carbon practice into the procurement policies and supply chains of several Cornish private and public sector organisations — including police and health authorities, education and council institutions. Through the Clear About Carbon (CAC) project, innovative methods to nurture leadership qualities which advance sustainable practice locally have led to those models being replicated both nationally and Europe-wide as part of the global drive to meet emissions targets. The research has contributed to sustainability initiatives led by the Department of Health and Defra, and boosted economic competitiveness of participating organisations.
This case study focuses upon research surrounding knowledge management (KM) practice and implementation (organisational change). The case study utilises research and impact from the Systems Thinking and Organisational Change Research Group (SYTOC), which existed in Derby Business School between 2007 and 2012.
Impact included enhanced business process and practice for many organisations through the significant dissemination of the research. The core group of SYTOC includes Longbottom, Dexter, Marshall and Seddon, visiting professor and a leading authority on change in the public sector.
Climate change will have a profound impact on built environment performance over the next 50 years. More severe flooding and overheating will lead to more obsolete buildings and premature mortality across the UK and Europe. The research team explored the issues surrounding adaptation of the built environment to climate change, and developed a new model of built asset management that integrates adaptation decision making into the building life cycle. The model is being used by facilities managers and surveyors to produce long term asset management plans, and by central and local government policy makers to inform and develop adaptation strategies.