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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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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How can we develop women leaders in aviation?

By Antonia Molloy

Across the board, women in leadership are underrepresented. While the number of women in leadership positions has increased, there still remains a long way to go. According to research by Grant Thornton, the percentage of businesses around the world with at least one woman in senior management has increased significantly, rising from 66 per cent in 2017 to 75 per cent in 2018. However, at the same time the proportion of senior roles held by women has marginally declined. Grant Thornton...

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Beyond 'Plan-do-check-act': 4Sight

By Professor David Denyer

Cranfield methodology to help with large complex problems in times of uncertainty.

What did former prime minister Harold Macmillan most fear, a journalist once asked him. “Events, dear boy, events,” he is famously reported to have replied. So too with organisational leadership in general, of course—and in today’s fast-changing business environment, Macmillan’s events seem to be occurring ever more frequently.

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