Anthony Mitchell

PhD, DIC, MSc, BSc, CEng, FIET, FHEA

Anthony Mitchell is the module leader for Operations Management and Processes for the Ashridge MBA and MiM. He teaches Risk Management, Decision Science, Performance Management and Strategy.  He is Director of MBA and MiM student projects and dissertations.  

Prior to joining Ashridge, Anthony spent 20 years in industry and consultancy holding various management positions with GEC-Marconi, Touche Ross and Gallaher Ltd.

Anthony is a graduate of Imperial College, London (Operational Research and Management Science) and University of Hertfordshire (Industrial Engineering). He holds a PhD in Economics, reviewing multinationals and their offshoring and outsourcing policies. He has been a visiting professor at Otago, Monash, RSM, Strathclyde and currently EIPM Geneva and Shanghai. He consults with a range of international businesses.

Anthony Mitchell

Publications

Managing Engineering Multinationals - A comparison of offshoring and outsourcing strategies in UK and German multinational corporations

Mitchell, A.J. (2015) Managing Engineering Multinationals - A compariosn of offshoring and outsourcing strategies in UK and German multinational corporations. Presentation to the Dusseldorf Manufacturing Summit, October. 

Supply chain insights from understanding the economics of outsourcing and offshoring

Mitchell, A. & Malmgren, M. (2015) Supply chain insights from understanding the economics of outsourcing and offshoring. Supply Chain Effect 2. 

International Management: A conceptual framework for comparison of offshoring and outsourcing strategies by UK and German multinational companies.

Mitchell, A.J. (2014) International Management; A conceptual framework for comparison of offshoring and outsourcing strategies by UK and German multinational companies ROGE Conference, University of Cambridge. June

Globalisation: Managing Multinationals - A comparison of offshoring and outsourcing strategies in UK and German multinational coorporations

Mitchell, A.J. (2014) Globalisation: Managing Multinationals - A comparison of offshoring and outsourcing strategies in UK and German multinational corporations, 9th South East European Doctoral Student Conference, University of Sheffield / Thessaloniki Greece.

Re-shoring and Offshoring trends: Managing Engineering Multinationals - a comparison of offshoring and outsourcing strategies in UK and German multinationals.

Mitchell, A.J. (2014) Re-shoring and Offshoring trends: Managing Engineering Multinationals - A comparison of offshoring and outsourcing strategies in UK and German multinational companies. IfM Conference, University of Cambridge. 

Leading on the Edge... A comparative study of German and UK offshoring practice: An institutional approach

Mitchell, A. (2012) Leading on the Edge...A comparative study of German and UK offshoring practice: An institutional approach, Ashridge Alumni MBA Refresher, Presentation of initial results from preliminary interviews,10 March

A comparative study of German and UK offshoring practice: An institutional approach (3)

Mitchell, A. (2011) A comparative study of German and UK offshoring practice: An institutional approach, Global Economy and Business Research Unit (GEBRU) Workshop, University of Hertfordshire, Thursday 22 September, Session 2: Firms and Employment Across National Boundaries

A comparative study of German and UK offshoring practice: An institutional approach (2)

Mitchell, A. (2011) A comparative study of German and UK offshoring practice: An institutional approach, PhD Summer School, University of Hertfordshire, Friday 2 September

A comparative study of German and UK offshoring practice: An instututional approach (1)

Mitchell, A. (2011) A comparative study of German and UK offshoring practice: An institutional approach, 5th SAHRI Research Student Conference, University of Hertfordshire, 2 June

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Success and failure in outsourcing: is backshoring (part of) the answer?

Mitchell, A. J. (2010) Success and failure in outsourcing: is backshoring (part of) the answer?, Conference, University of Hertfordshire, 2 - 3 September

More of Less Product Choice? Stock Keeping Unit (SKU) Management and internal alignment at Clorox

van Hoek, R. & Mitchell, A. (2008) More of Less Product Choice? Stock Keeping Unit (SKU) Management and internal alignment at Clorox, published by CSCMP - Council of Supply Chain Management Professionals, as part of their Academic case study series, Spring

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Criteria for successful blended learning

Mitchell, A.J. & Honore, S. (2007) Criteria for successful blended learning, Industrial & Commercial Training, Vol. 39, No. 3, pp. 143 - 149

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Rethinking business risk - 2007

Anthony Mitchell and Marc Jones argue for a broader, more integrative appreciation of risk and risk management than currently prevails and examine what can be done today to avert or offset some of the disastrous consequences of what might otherwise occur tomorrow.

Mitchell, A. & Jones, M. (2007) Rethinking business risk, The Economist Intelligence Unit Executive Briefing

Rethinking business risk

Anthony Mitchell and Marc Jones argue for a broader, more integrative appreciation of risk and risk management than currently prevails and examine what can be done today to avert or offset some of the disastrous consequences of what might otherwise occur tomorrow.

Mitchell, A. & Jones, M. (2007) Rethinking business risk, 360° The Ashridge Journal, Spring, pp. 30 - 35

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Critical success in e-learning: the human factor - 2006

Over the past three years Ashridge has gained experience of delivering ‘virtual’ or e-Learning to successive cohorts of international Executive MBA candidates. This continuous learning process has produced benefits for the participants, faculty and designers alike. In this article we aim to highlight the critical importance of human behavioural factors over content and tool selection, and to also review the key role of group dynamics in learning outcomes and perceived value.

Mitchell, A & Honore, S. (2006) Critical success in e-learning: the human factor, Higher Education Academy Conference, University of Nottingham, 3 July.

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Critical success in e-learning: the human factor - Learning Conference

Over the past three years we have gained experience of delivering ‘virtual’ or e-Learning to successive cohorts of international Executive MBA candidates. In this paper we aim to highlight the critical importance of human behavioural factors over content and tool selection, and to also review the key role of group dynamics in learning outcomes and perceived value.

Mitchell, A. & Honore, S. (2006) Critical success in e-learning: the human factor, First Annual Blended Learning Conference, University of Hertfordshire, 15 June

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The Challenge of Internal Misalignment

Van Hoek, R. & Mitchell, A. (2006) The Challenge of Internal Misalignment, International Journal of Logistics Research and Applications,Vol. 9, No. 3, pp. 269 - 281, September

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Critical success in e-learning: the human factor - 360°

Over the past three years Ashridge has gained experience of delivering ‘virtual’ or e-learning to successive cohorts of international Executive MBA candidates. This continuous learning process has produced benefits for the participants, tutors and designers alike. In this article we aim to highlight the critical importance of human behavioural factors over content and tool selection, and to also review the key role of group dynamics in learning outcomes and perceived value.

Mitchell, A. & Honore, S. (2006) Critical success in e-learning: the human factor, 360° The Ashridge Journal, Spring, pp. 32 - 39

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Learn to walk before we run...Listen to the voice of the organisation. Why do Supply Chain efforts fail to realise the benefits?

Anthony Mitchell and Remko van Hoek analyse research with Ashridge client, Alfa Laval, on how different departments can become better aligned behind an organisation’s supply chain management strategy.

Mitchell, A. & van Hoek, R. (2005) Learn to walk before we run...Listen to the voice of the organisation. Why do Supply Chain efforts fail to realise the benefits?, 360° The Ashridge Journal, Autumn, pp. 20 - 29

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Why Supply Chain Efforts Fail - The crisis of internal misalignment

Why focus on external integration in supply chains when companies are not even aligned internally? Despite all their good efforts to improve supply chain contribution to the enterprise, supply chain managers are often frustrated about the lack of internal collaboration and understanding. Peer functions, in particular sales, often limit the results of supply chain efforts and can be real hurdles. An internal survey was conducted within a large European manufacturing group to assess the degree of alignment on existing and new priorities and initiatives across functional groups and geographies. Findings revealed shocking internal misunderstandings and disagreements on opportunities and existing priorities within the organization. Findings were discussed in two internal workshops, one with senior operations and supply chain executives and one with sales and marketing managers from a variety of countries. An agenda for improving alignment was developed that is focused upon improving internal communication and improving the initiative planning process for greater supply chain effectiveness and recognition.

Van Hoek, R. & Mitchell, A. (2005) Why Supply Chain Efforts Fail - The crisis of internal misalignment, Logistics Research Networks Annual Conference, Plymouth, September.

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Keeping the Customer Satisfied: The Brand's Not Everything!

Anthony Mitchell interprets research by Alfonso Smith and Nick Middle to demonstrate the key to customer satisfaction and brand loyalty in the automotive industry.

Mitchell, A. (2005) Keeping the Customer Satisfied: The Brand's Not Everything!, 360° The Ashridge Journal, pp. 27 - 33, Spring

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The Great Mergers and Acquisitions Gamble

A research study that investigated success criteria for mergers and acquisitions in the marketing communications industry revealed that an ‘ability to execute’ successfully throughout the process of a deal is critical. Anthony Mitchell and Simon Hill share insights, tools and techniques that improve execution performance.

Mitchell, A. & Hill, S. (2004) The Great Mergers and Acquisitions Gamble, 360° The Ashridge Journal, Autumn, pp. 23 - 31.

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Experience, Lessons & Ideas for Running Consortium EMBA Programmes

This paper reviews experience of running a European EMBA programme over the past five years with three major German corporations. Some of the lessons and ideas learnt have been built into a new delivery design which started last year. We hope to expand into a second consortium group and hope that this approach will be attractive to future partners.

Mitchell, A. (2003) Experience, Lessons & Ideas for Running Consortium EMBA Programmes, AMBA MBA Director's Conference, Juan les Pins, France, June.

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M&A Best Practice Learning from Mistakes

This presentation investigates the success criteria for mergers and acquisitions in the marketing communications industry sector. The cyclical nature of the sector, and the enthusiasm to grow and subsequently sell a business, results in a vast body of experience and knowledge gained from key players – both large and small. An ‘ability to execute’ successfully throughout the process of a deal is critical; and a suitable foundation for this requires going further than traditional legal and financial due diligence. A number of insights, tools and techniques are proposed to improve execution performance and hence the success of the deal.

Mitchell, A. & Hill, S. (2003) M&A Best Practice Learning from Mistakes, Research seminar with Results Business Consulting, London, November.

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Benchmarking

Asks why benchmarking is important and whether or not it is a fad. Outlines the key steps involved as well as success criteria. Looks at common confusions and difficulties that may arise as well as revealing recent areas of interest.

Mitchell, A. (2000) Benchmarking Learning Guide, Ashridge Learning Resource Centre Learning Guides

The Quality Pocketbook

This book distils the enormous body of writing and thinking that exists in this area into a readable and authoritative introduction and overview.

Mitchell, A. (1994) The Quality Pocketbook, Management Pocketbooks, October (reprinted 1996 & 2001)

Making Quality Work

Binney, G. & Mitchell, A. J. et al. (1992) Making Quality Work, Economist Intelligence Unit.