Failure happens. For a myriad different reasons, things go wrong. And at an organisational level, the consequences will range from embarrassing to catastrophic. It is, simply, unrealistic to expect things never to go wrong.

What will be the outcome of Brexit?  We still don’t know and some of the repercussions will run on for years. So what can we do about it? All we can do is what the government is trying to do, that is once we have some certainty we need to execute fast.

Moving up in your career can be more difficult the higher up the career ladder you rise. At lower levels, progression is almost a given with solid effort and time, but something changes at the higher levels.

Henry Ford is credited as once saying: “Anyone who stops learning is old, whether at 20 or 80. Anyone who keeps learning stays young.” Now, we’re not suggesting that ongoing training and development is some kind of elixir for youth, but it is true that you should never stop learning: professional development should be an ongoing process throughout your career. In this blog, we look at why you might want to put it in your New Year’s resolutions for 2019. 

Professional development can help...

For the past 25 years, we marketers have been cheerleaders for own demise. We bemoan our lack of influence at the Board and attribute it to not speaking the language of the Board, that is, short term financial measures. We say that we are unworthy of leadership roles because we are unaccountable, the Department of Spending. Naturally, other functional groups are only too happy to oblige us and further reduce our ability to lead strategic development.

At Cranfield School of Management we have recently refreshed our popular portfolio of general management programmes to meet clients’ changing needs. Watch the video below as Camilla Jonsson, General Management Portfolio Director, describes the recent changes...

Turbulence and volatility are the prevailing characteristics of today’s business environment. Gone are the days when organisations could plan ahead with some degree of certainty.  Now the risk of relying on forecasts and buying or making products ahead of demand is significant.  More than one business has paid the price of inventory obsolescence and write-offs on the one hand or lost sales on the other because of forecast error.

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.

Cranfield School of Management, a pioneer in executive education for over 40 years, has recently refreshed its popular portfolio of general management programmes to reflect the learning priorities of client organisations and potential participants today.

Camilla Jonsson, General Management Portfolio Director, describes how Cranfield has shaped its general management portfolio to meet clients’ changing needs...

Crises happen. Organisations might like to wish that they didn’t, but the reality is that the unexpected has an unhappy knack of occurring.