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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Living with the uncertainty of Brexit - 3 steps to execution

By professor mike bourne

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.

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Advance your career: How to go from middle weight to heavy weight in 2019

By Cranfield School of Management

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.

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Why professional development should be in your New Year's resolutions

By Cranfield School of Management

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...

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Cranfield refreshes its general management portfolio

By Elizabeth Beales

 

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...

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Four things that should be on every supply chain leaders “To-Do list”

By Professor Richard Wilding OBE

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.

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Executive education refreshed

By Peter Chadwick - CEO, IEDP Developing Leaders

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...

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Creating the 'Crisis-Ready' Organisation

By Steve Macaulay

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

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The Leader as Poet

By Andy Logan

The leader finally reaches the summit of the hill. All their years of business experience, all that time on management and leadership development has finally got them there. Now they’re on the hilltop, the leader is expected to have the vision, the oversight, to be a military general commanding the high ground, to drive the organisation forwardto one success after another.

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Securing the Success of Strategic Supply Chain Initiatives Today and Tomorrow

By Professor Richard Wilding OBE

 

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.

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