Building on my recent blog on the “get rights” of Supply Chain Strategic Initiatives, it is worth exploring four critical headings for any supply chain leaders To-Do list.
Crises happen. Organisations might like to wish that they didn’t, but the reality is that the unexpected has an unhappy knack of occurring.
Implementing new supply chain strategies and initiatives has always been recognised as a challenge. Even in the increasingly digitized supply chain to be effective, both the “hard wiring” (technical issues) and “soft wiring” (people issues) of the supply chain need to change, often simultaneously to ensure success.
A recent tracker report by the Business Continuity Institute (BCI) focused on the level of preparedness for Brexit by organisations.
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?
Cranfield School of Management has partnered with Metro Bank to launch an MSc in Retail and Digital Banking.
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.