A senior executive's guide to managing knowledge

By Cranfield School of Management

Knowledge management can help employees improve, innovate and direct organisations, but it’s an underappreciated practice which is generally approached ineffectively.

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A functional manager's guide to managing knowledge

By Cranfield School of Management

Knowledge management can help employees improve, innovate and direct organisations, but it’s an underappreciated practice which is generally approached ineffectively.

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A front line manager's guide to managing knowledge

By Cranfield School of Management

Knowledge management can help employees improve, innovate and direct organisations, but it’s an underappreciated practice which is generally approached ineffectively.

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A technical specialist's guide to managing knowledge

By Cranfield School of Management

Knowledge management can help employees improve, innovate and direct organisations, but it’s an underappreciated practice which is generally approached ineffectively.

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Knowledge is powerful: a leadership insight

By Cranfield School of Management

Leadership is too great a responsibility to be delivered by senior management alone. Truly effective leaders engage the wider workforce and listen to their feedback when forming business strategy.

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Recognising the value of developing individuals within business

By Cranfield School of Management

Survival in a rapidly changing marketplace requires businesses to place organisational development at the heart of strategy. In practice, however, executive development initiatives are often low down the priority list. Ironically, this means key managers are often ill-equipped to handle the strategic issues the business wants them to.

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Eight top tips to develop your personal external perspective

By Cranfield School of Management

Most businesses lack managers who have an external perspective despite executives valuing the capability highly, according to research from Cranfield's Centre for General Management Development. This contradiction is due to a lack of understanding about the concept and company politics forcing it down the priority list.

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Developing Leadership Power: Being a good leader in this age of distrust

By Dr Jacquie Drake

 

Trust used to come with a senior job title. It was part of the ordinarypackage like a salary and pension. But trust in the authority of businessleaders has eroded and keeps on eroding – just as it has for othertraditional pillars like the bank manager, the headteacher and the policechief – to a point where creating and keeping hold of trust has becomeone of the biggest challenges for both new and established leaders. Whyis it so important? Because leadership depends on relationships and...

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It's not all about the money: Why the key to business performance is not to over-emphasise the financials

By professor mike bourne

 

Where to focus their attention is an important strategic issue for companies, and one that needs active consideration. Are you in danger of over-emphasising the financials? That is a contentious issue given today’s economic climate; how can we possibly over-emphasise the financials – particularly in the current situation? Companies have a duty to ensure their survival and thus have to take the necessary steps to make their business robust, especially in the climate most organisations...

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Cranfield FTSE report highlights female under representation in executive ranks

By Cranfield School of Management

A report by Cranfield School of Management has criticised the lack of progress in improving gender diversity at the highest executive echelons of FTSE 350 companies. Despite progress in female representation on non-executive board positions, the report identifies the lack of women in executive roles on boards of the UK’s leading companies.

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