Phil Anderson

BA (Oxon), MBA

Phil Anderson teaches, researches and consults in the areas of customer experience, strategy and leadership with a particular focus on organisational politics innovation and operations management. His teaching takes him all over the world including Asia, the US and Europe. He teaches on many of Ashridge’s open and qualification programmes as well as numerous custom designed interventions. Phil’s clients include Daimler, Business Stream and RWE Supply & Trading.

Before joining Ashridge, Phil worked primarily in operations running factories for Dynacast (Part of the Coats Viyella Group) and Courtaulds in Singapore, Canada and the UK.

Phil has a first degree in Engineering Science from Oxford as well as an MBA from Manchester Business School where he graduated with distinction. He is an experienced coach and is qualified to deliver and feedback a range of psychometric instruments.

Phil Anderson

Publications

The i-team: How to identify your innovators

Anderson, P. (2012) The i-team: How to identify your innovators, Edge online, quoted in article, 15 August

The rules of engagement need to be spelt out

Rhymer, R. & Anderson, P. (2011) The rules of engagement need to be spelt out, Financial Times, 19 December, p.12

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Pathways to Performance and Profit: Evaluating the return on investment in customer service

Commissioned by the Insititute of Customer Service, this report provides insight into how organisations can deliver a return on their investment in their customer service activities. Research was conducted with 23 customer centric, case study organisations in the public and private sectors, a survey of over 150 senior managers and an extensive review of the relevant literature. Innovative frameworks, models and approaches are reported which will assist organisations to determine their most effective pathway to profit

Devine, M., Honoré, S., Coatswith, R., Anderson, P. & Culpin, V. (2010) Pathways to Performance and Profit: Evaluating the return on investment in customer service, published as: Return on Investment in Customer Service - the Bottom Line Report, by the Institute of Customer Service

Powerpointless, or is it?

In 2008, three faculty members ran a multi-modular, international leadership programme, three times, without using a single powerpoint slide. The 'powerpointless project' was designed to consider the impact of not using this tried and tested technique. Qualitative and quantitative research which followed each programme suggested that participants enjoyed and appreciated the experience irrespective of learning styles. Presenters need to be aware that it can portray an impression of being less organised and handouts still need to be distributed after each session, even if they're not in powerpoint form.

Anderson, P. (2009) Powerpointless, or is it?, Training Journal, pp. 26 - 28, September

Am I in the right place?

Ensuring alignment between your organisation's strategy and the style of the leaders who are going to implement it can lead to significant benefits. But how do you know what is the best leadership style for each strategy? Working with the three value disciplines approach to strategy (Treacy & Weirsema, 1993) - Customer Intimacy, Product Leadership & Operational Excellence, Phil Anderson's research investigated the different styles of leadership associated with each strategy. He researched leaders in 8 organisations - 4 in the UK and 4 in Singapore. He asked several hundred leaders at various workshops of their perceptions of leaders in organisations following these strategies. The article discusses the differences between the perceptions and 'realities' of leadership in these different organisations.

Anderson, P. & Culpin, V. (2009) Am I in the right place?, Training Journal, August, pp. 42 - 45

Are Powerpoint presentations the best way to get your message across?

In 2008, three faculty members ran a multi-modular, international leadership programme, three times, without using a single powerpoint slide. The 'powerpointless project' was designed to consider the impact of not using this tried and tested technique. Qualitative and quantitative research which followed each programme suggested that participants enjoyed and appreciated the experience irrespective of learning styles. Presenters need to be aware that it can portray and impression of being less organised and handouts still need to be distributed after each session, even if they're not in powerpoint form.

Anderson, P. (2009) Are Powerpoint presentations the best way to get your message across?, HR Magazine on-line, June

Perceptions are not always reality: a review of leadership in value disciplines - 2007

What are the ideal traits of leaders in different leadership scenarios? Phil Anderson identifies surprising gaps between perceptions and reality of leadership traits in the three value disciplines.

Anderson, P. (2007) Perceptions are not always reality: a review of leadership in value disciplines, The Economist Intelligence Unit Executive Briefing

Perceptions are not always reality: a review of leadership in value disciplines

What are the ideal traits of leaders in different leadership scenario? Phil Anderson identifies surprising gaps between perceptions and reality of leadership traits in the three value disciplines

Anderson, P. (2007) Perceptions are not always reality: a review of leadership in value disciplines, 360° The Ashridge Journal, Spring, pp. 12 - 17

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When Operational Excellence Meets Customer Intimacy

Many service organisations that have won business by providing a customised service are now finding that clients are no longer willing to pay a premium for this customer intimacy. General Electric (GE) is one company that has found a way to remain competitive on price and provide excellent service. This ‘intimacy’ or knowing one’s customer means you can refine your processes according to customer demand and thereby sustain operational excellence. This was first published in the September - November 2005 issue of CriticalEYE REVIEW www.CriticalEYE.net

Anderson, P., Healey, G. & Locke, M. (2005) When Operational Excellence meets Customer Intimacy, CriticalEYE REVIEW: The Journal of Europe's Centre for Business Leaders, September-November, pp. 14 - 19

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Jumping off the Service Excellence Bandwagon

It’s increasingly hard for companies to differentiate themselves through service excellence. Phil Anderson and Malcolm Locke share research that demonstrates how operational excellence is a strategic option for sustainable success – for those brave enough to jump off the bandwagon.

Anderson, P. & Locke, M. (2005) Jumping off the Service Excellence Bandwagon, 360° The Ashridge Journal, Spring, pp. 6 - 13

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Process Management

Process management is largely associated with managing and improving existing processes which often have organisational change issues connected to them. Whether you are involved with a private, public, non-profit or any other form of business, processes and the issues surrounding the organisational impact of changing them, will affect you. Although aimed primarily at the manufacturing operations environment, this Learning Guide offers several references to the service sector and much of the material in 'Process Management' can be equally well applied in all areas. For example the Sales Order and the Sales Delivery processes are similar whether in manufacturing or service industry - just think about how they work in an IBM computer factory and Federal Express' courier operation.

Anderson, P. (2000) Process Management, Ashridge Learning Resource Centre Learning Guides, January

Manufacturing Operations

Provides a brief introduction to some of the key areas within this topic such as operations strategy, production planning and control, product development, productivity and maintenance to name a few. Designed to give you an overview of the whole area. Recommends useful sources of more detailed information.

Anderson, P. (2000) Manufacturing Operations, Ashridge Learning Resource Centre Learning Guides, January