The latest thinking on Organizational Resilience

By Cranfield School of Management

Organizational Resilience (OR) is the ability of an organisation to anticipate, prepare for, respond and adapt to incremental change and sudden disruptions in order to survive and prosper.

But what do Chief Executives think about when it comes to Organizational Resilience and short and long term prospect of business?

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Metro Bank & Cranfield launch ground breaking banking masters-level apprenticeship

By Cranfield School of Management

Cranfield School of Management has partnered with Metro Bank to launch an MSc in Retail and Digital Banking.

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Taking stock of the Levy

By Professor Daniel Prior

Where are we?

The evidence so far points to employers ‘wasting’ the Apprenticeship Levy - the most significant development in employer-led training yet seen - with more than £1 billion in funds left unspent already and rumours of the expenditure being written off as a tax. Just 8% of levy funds were spent in the first 10 months of the initiative.

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Developing Strategic Negotiation Skills and Capability: An integrated approach

By Javier Marcos Cuevas

 

David Deegan recently highlighted the importance for organisations to invest in their negotiations skills in his blog, Deal or No Deal.

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To Inspire and Influence Think Perform, not Inform

By Dr Diana Theodores

 

If you want to inspire and influence people then take a tip from the pioneering management guru Charles Handy who once said, “to be successful in business think theatre.”

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Why new leaders need initiation rites

By Andy Logan

 

When managers step up into leadership it’s often an ‭underwhelming moment in the life of an organisation: a promotion ‭earned through years of service, an excellent new recruit brought ‭in, the boxes ticked.‭ They haven’t had the chance to turn themselves into leaders. 

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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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Personal Transformation for Leaders: Reflections from a guest tutor on The Praxis PTFL programme

By Hugh Lloyd-Jukes

 

Hugh Lloyd-Jukes was a Guest Tutor on the April/October 2014 PTFL.  Hugh is CEO of Oxehealth, a leading UK digital health business, and a serial entrepreneur.

Before you read any further, google “personal transformation”. 

If you have an extra minute, try “transformational change” and “transformational leadership”.

 
 
 
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