Implementing Key Account Management: To plan or not to plan…

By Dr. Sue Holt

Ask organisations to list the essential ingredients of a Key Account implementation and Key Account Plans will always feature on the list as an imperative part of Key Account Management (KAM). 

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Creating the "Resource-Lite" Supply chain

By Professor Martin Christopher

Perhaps one of the biggest issues to rise to prominence in the opening years of the 21st Century has been ‘sustainability’. The growing concern with the environment, in particular the possibility of climate change through global warming, has led to a focus on how human and economic activity has the potential to adversely impact the long-term sustainability of the planet.

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Never stop learning: how continuous development can change your world

By Cranfield School of Management

Being in the business of providing learning and development courses, it isn’t really surprising that, here at Cranfield Executive Development, we believe that you should never stop learning.

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Implementing a Customer-Centric Culture

By Cranfield School of Management

Building on our recent blog on ‘Designing a customer-centric culture that empowers’. It is worth exploring a checklist for implementing a customer-centric culture. Culture is all around us, influencing our ideas, customs and social behaviour, and culture exists within an organisation whether we are conscious of it or not. Despite its importance, managers rarely address the elements of organisational culture, or reflect on how culture can be designed to enable a system that creates superior...

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Becoming the best leader you can be

By Dr Ido van der Heijden

All business leaders eventually reach a crossroads. They look back and see the successes involved in getting them to where they are, but that’s just history. What’s next?

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Designing a customer-centric culture that empowers

By Cranfield School of Management

Culture is all around us, influencing our ideas, customs and social behaviour, and culture exists within an organisation whether we are conscious of it or not. Despite its importance, managers rarely address the elements of organisational culture, or reflect on how culture can be designed to enable a system that creates superior value for their customers.

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Steering the way in times of change: What makes a good leader?

By Cranfield School of Management

The question: ‘what makes a good leader?’ is one that businesses and education experts have been attempting to answer for many years, but no one has yet hit on a consistently winning formula.

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Adopting Key Account Management - 12 Mistakes to Avoid

By Mark Davies

Planning for success can be daunting for organisations that recognise they need to focus on managing a portfolio of fewer (but larger and more powerful) strategic customers. Today, having a strong KAM capability is essential – and yet many organisations get the basics wrong, failing to achieve the results they planned for.

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Procurement needs new skills for the VUCA age

By Professor Martin Christopher

 

There has been much discussion recently about the challenges of operating in what some have called a ‘VUCA’ world. VUCA is the acronym for Volatile, Uncertain, Complex and Ambiguous – the four elements that have become the hallmarks of today’s business environment.

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Why is it so difficult to learn from failure?

By Steve Macaulay

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.

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