My day job is Professor of Business Performance at Cranfield University where I am Director of the Centre for Business Performance. I have been involved with the PMA since its inception and first conferences in Cambridge back in the nineteen nineties and was the co-conference chair with Andy Neely in Cambridge in 2012. Alongside the conferences, I have also been running PMA symposiums, the last two being in Scotland at Loch Lomond.
So, on to things that are currently happening. The PMA Conference in Edinburgh hosted by Herriot Watt University happened in June this year with a series of thought provoking key note speeches from Gavin McCallum (Chief Operating Officer, Clyde Blowers Capital) Robert MacIntosh (Professor of Strategic Management, Heriot Watt University) and Sarah Jardine (Director of Manufacturing, Optos Plc). We had 140 people attending the conference from destinations as far away as Australia, the USA and Canada. My co-chair Prof Umit Bititci also had a book launch sponsored by the Turkish Consulate and all before the bagpipes and highland dancing. We are now working on all the outputs including the three special issues we promised and we are now looking forward to the next major PMA event, the PMAA conference between the 1st and 3rd of march 2017 in Dunedin New Zealand.
Conferences are a major activity for the PMA as we have to continually strive to keep together the disparate set of academic disciplines that make up, or contribute to the field of, performance measurement and management. Being a field that relies on practice, engaging with leading practitioners in the field is important too. The PMA conference we held in Edinburgh in 2016 was designed to do exactly that and we were pleased to see not only practitioners but more academics from the Organizational Behaviour and HR disciplines.
During the days we spent in Edinburgh, Umit Bititci and I reflected on how the field has changed over the last 20 years. If one looks from conference to conference, the changes appear quite small. But when you reflect back over that period of time you realize how far the field has come. We have moved from the early days of Balanced Scorecards and Strategy Maps, through the multi-stakeholder approaches of the Performance Prism to a much more nuanced understanding of performance measurement and management. We still have the tools and approaches that have survived the test of time Handbook of Corporate Performance Management but we are much more able to identify the madness of performance measurement Measurement Madness: Recognizing and Avoiding the Pitfalls of Performance Measurement and realise it is as much an art as a science Managing Business Performance: The Science and the Art If you are interested in the PMA, please get in contact and hopefully I will see you at one of our future events.