High Performance Leadership: promoting executive leadership

By Cranfield School of Management

For almost two decades, Cranfield’s High Performance Leadership programme has revolutionised the way leaders achieve results within their organisations.

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Supply Chain Collaboration

By Professor Richard Wilding OBE

Within the supply chain, we all want win-win relationships. The key to this is collaboration but we need to be able to develop collaborative relationships and many businesses underestimate the process required to do this.

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Sustainable Supply Management

By Dr Soroosh Saghiri

Moving toward a sustainable supply chain largely depends on sourcing and supply management decisions and actions. Sustainability in supply chain is typically defined as “the integration of environmental, social and economic aspects of business, which are also known as triple-bottom-line, for achieving long-term economic viability.”

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Corporate Financial Strategy: Raising funds

By Professor Ruth Bender

Corporate financial strategy is a way to complement business strategy, to get the most long-term value out of a company. It is about how organisations raise funds, and how they apply them.

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Adopting Key Account Management - Choose me and I will choose you

By Professor Rodrigo Guesalaga

Adopting Key Account Management (KAM) requires the commitment of specific resources, changes in the organisational structure and, most likely, a shift in the company’s culture around how to ‘do business’.

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Are you really getting leadership development right?

By Lester Coupland

The dynamic of the global business context is often termed volatile, uncertain, complex and ambiguous (VUCA).

This context means that the nature of leadership has changed requiring more adaptive and collaborative practices plus the collective action of multiple stakeholders working across hierarchies, boundaries and borders.

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Addressing the Challenges of Sales Strategy Implementation

By Dr Javier Marcos
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Will Supply Chain 4.0 digitisation mean integration or disintegration?

By Professor Richard Wilding OBE

Certainly Supply Chain 4.0 is going to make the numbers sparkle. Nike’s plans to move to a model that cuts lead times from 60 to 10 days are a good example: installing 1200 new automated machines and a move to nearshoring will mean big reductions in shipping expenses, import duties and the risks of over-production, as well as 30% fewer steps in the process.

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The Key Account Management Framework

By Mark Davies

For organisations looking to implement key account management, Mark Davies, visiting fellow at Cranfield School of Management, explains the three different perspectives which need to be covered in your approach.

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Sales Leadership Paradoxes – Leading the Business

By Cranfield School of Management
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