Responding to the Coronavirus Crisis: A Strategic Approach to Building and Strengthening Organizational Resilience

By Professor David Denyer

Professor David Denyer ▪Professor▪Speaker▪Leadership Development▪Management Consultant▪Coach ▫Implement a strategic approach to enhancing Organizational Resilience▫

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Supply chains and Brexit - To stockpile or not to stockpile?

By Professor Richard Wilding OBE

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.

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Building the Temple of Supply Chain Resilience

By Professor Richard Wilding OBE

If you're concerned about risk in your supply chain, build the temple of supply chain resilience. Your foundation needs to be an effective supply chain strategy. This impacts on the risk profile of the supply chain. Your floor needs to be product design for supply chain management.

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Beyond 'Plan-do-check-act': 4Sight

By Professor David Denyer

Cranfield methodology to help with large complex problems in times of uncertainty.

What did former prime minister Harold Macmillan most fear, a journalist once asked him. “Events, dear boy, events,” he is famously reported to have replied. So too with organisational leadership in general, of course—and in today’s fast-changing business environment, Macmillan’s events seem to be occurring ever more frequently.

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Developing organisational resilience: building behaviours to manage change and disruption

By Professor David Denyer

Why are some organisations more successful in coping with—and responding to—today’s fast-changing business environment? And why do some organisations see only the negative aspects of adversity, while others see opportunities to adapt and change? The answer, in a nutshell, lies in organisational resilience.

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