Purpose: To present a new Value Adding Management model in order to support decision makers in identifying appropriate interventions to add value to the organisation, to manage its implementation, and to measure the output and outcomes.Theory: The paper builds on value adding management theories and models including the triplet input-throughput-output, a distinction between output, outcome and added value, the Plan-Do-Act-Check cycle, change management and performance measurement.Design/methodology/approach: Literature review and a cross-chapter analysis of a forthcoming book, where authors from different European countries present a state of the art of theory and research on 12 value parameters, how to manage and measure each value, and to discuss the costs and benefits of typical FM and CREM interventions to enhance satisfaction, image, culture, health and safety, productivity, adaptability, innovation, risk, cost, value of assets, sustainability and Corporate Social Responsibility.Findings: The new Value Adding Management model follows the steps from the well-known Plan-Do-Check-Act cycle. The four steps are supported by various tools that were found in the literature or came to the fore in the state-of-the-art sections of the 12 value parameters. Furthermore an overview is presented of ways to measure the 12 value parameters and related Key Performance Indicators.Originality/value: Much has been written about adding value by FM and CREM. This paper presents a new Value Adding Management model that opens the black box of input-throughput-output-outcome and which is supported by various management and measurement tools.
Purpose: To present a new Value Adding Management model in order to support decision makers in identifying appropriate interventions to add value to the organisation, to manage its implementation, and to measure the output and outcomes.Theory: The paper builds on value adding management theories and models including the triplet input-throughput-output, a distinction between output, outcome and added value, the Plan-Do-Act-Check cycle, change management and performance measurement.Design/methodology/approach: Literature review and a cross-chapter analysis of a forthcoming book, where authors from different European countries present a state of the art of theory and research on 12 value parameters, how to manage and measure each value, and to discuss the costs and benefits of typical FM and CREM interventions to enhance satisfaction, image, culture, health and safety, productivity, adaptability, innovation, risk, cost, value of assets, sustainability and Corporate Social Responsibility.Findings: The new Value Adding Management model follows the steps from the well-known Plan-Do-Check-Act cycle. The four steps are supported by various tools that were found in the literature or came to the fore in the state-of-the-art sections of the 12 value parameters. Furthermore an overview is presented of ways to measure the 12 value parameters and related Key Performance Indicators.Originality/value: Much has been written about adding value by FM and CREM. This paper presents a new Value Adding Management model that opens the black box of input-throughput-output-outcome and which is supported by various management and measurement tools.
In recent years there has been much emphasis on 'research waste' caused by poor question selection, insufficient attention to previous research results, and avoidable weakness in research design, conduct and analysis. Little attention has been paid to the effect of inadequate development of interventions before proceeding to a full clinical trial. We therefore propose to enrich the development phase of the MRC Framework by adding crucial elements to improve the likelihood of success and enhance the fit with clinical practice METHODS: Based on existing intervention development guidance and synthesis, a comprehensive iterative intervention development approach is proposed. Examples from published reports are presented to illustrate the methodology that can be applied within each element to enhance the intervention design.
Circular BIOmass CAScade to 100% North Sea Region (NSR) economic activity and growth are mostly found in urban areas. Rural NSR regions experience population decline and negative economic growth. The BIOCAS project expects revitalizing and greening of rural areas go hand in hand. BIOCAS will develop rural areas of the NSR into smart specialized regions for integrated and local valorization of biomass. 13 Commercial running Bio-Cascade-Alliances (BCA’s) will be piloted, evaluated and actively shared in the involved regions. These proven concepts will accelerate adoption of high to low value bio-cascading technologies and businesses in rural regions. The project connects 18 regional initiatives around technologies, processes, businesses for the conversion of biomass streams. The initiatives collaborate in a thematic approach: Through engineering, value chain assessments, BCA’s building, partners tackle challenges that are shared by rural areas. I.e. unsustainable biomass use, a mineral surplus and soil degradation, deprivation of potentially valuable resources, and limited involvement of regional businesses and SMEs in existing bio-economy developments. The 18 partners are strongly embedded in regional settings, connected to many local partners. They will align stakeholders in BCA’s that would not have cooperated without BIOCAS interventions. Triple helix, science, business and governmental input will realize inclusive lasting bio cascade businesses, transforming costly waste to resources and viable business.Interreg IVB North Sea Region Programme: €378,520.00, fEC % 50.00%1/07/17 → 30/06/21
