The policy commitment to make Britain the first zero carbon nation by 2050 has all kinds of implications for supply chains, how they’re set up and run.
Here at Cranfield Executive Development, we work hard to ensure that our leadership development programmes consistently deliver the value that businesses both need and expect. We get great feedback from course participants, many of whom are only too happy to tell us about the difference attending Cranfield has made within their business and to their personal outlook and career development.
While working with organisations undergoing change, we have noticed several common ‘truths’, which are often taken as read. In this blog, we look at seven of these and ask ourselves whether they really are the holy grail of successful change management, or whether they might prove pitfalls that can set organisations up for trouble.
The initial flurry of advice from Government to businesses suggested stockpiling after Brexit would be a ‘good thing’. Now there’s an edgy silence - suggesting there’s even doubts over how pro-active supply chains ought to be.
Multichannel and Omni channel supply chains - what are they and what is the difference?
Make a Google search for images of ‘leadership’ and see what the word still implies: there’s one person at the front of the spearhead, at the top of the triangle; one leader fixing the direction and pulling the rest along with them. It’s an idea that been embedded into our thinking of managers since the 1980s - and I should also say, instilled over the years by business schools - as the ideal to aim for.