Cranfield School of Management

Biz ED

by Bill Shedden

Executive Decisions - Bill Shedden comments on trends in Executive Development....

Learning - A Network of Learning

Bill Shedden and Jane Wharmby are discussing the importance of global networking and knowledge sharing in the field of executive development...(Online version)

An overview of talent management, posing key questions for organisations to ask, with illustrations using short case examples of current practice.

(Published in Training Journal July 2009)

In the first of a three-part series exploring talent management, Sarah Cook and Steve Macaulay raise some important questions about why having a talent strategy is an organisational imperative

Providing the basis for identifying and nurturing talent.

(Published in Training Journal August 2009)

In the second of a three-part series on talent management, Steve Macaulay and Sarah Cook examine how to identify talent successfully

Talent Management

(Published in Training Journal September 2009)

In the last of a three-part series on talent management, Steve Macaulay and Sarah Cook look at implementation

Leading the public sector through its lean years

(Presented at a Fujitsu Partners in Government Event, 24 November 2009)

Andrew Kakabadse discusses how leaders in the public sector today face an unprecedented challenge: how do they deliver effective and efficient services while also cutting costs? . . .

Strengthening the Service Case

(Published in Think Cranfield, 4 November 2008)

Bob Lillis and Steve Macaulay explain that decisions are rarely taken simply on rational and logical grounds. Political savvy is required . . .

Better Project Teams

(Published in Think Cranfield, 8 September 2008)

Steve Macaulay explains the importance of personal team member and team performance goals being in some way aligned.

Look back to move forward

(Published in Customer Strategy, July 2008)

Bob Lillis and Steve Macaulay describe how executives responsible for service need to be drivers of strategy, not just deliverers. The way forward is to start by asking some searching questions, particularly about the organisation?s historical priorities, and then talk the language decision makers understand.

Is your customer service training on target?

(Published in Training Journal, May 2008)

Steve Macaulay and Sarah Cook argue that training frontline employees in customer skills will have only limited effect unless more attention is paid to leadership and the organisation as a whole.

Organisational resilience: the key to anticipation, adaptation and recovery

(Published in Think Cranfield, 29 May 2008)

Javier Marcos and Steve Macaulay discuss how the organisation can better foresee its future, become adaptive and how it should address crises and adversity.

If customer service is so important...

(Published in Customer Strategy, Spring 2008)

Steve Macaulay and Sarah Cook advocate organisations take a pragmatic but thorough review of service strategy, balancing a clear focus on what really matters to the customer with necessary sales targets, costs and benefits management.

Extending managers` insights into leadership: an online challenge

(Published in Think Cranfield, 11 January 2008)

Steve Macaulay and Toby Thompson ask if it is time to question some of the fundamental assumptions you hold about leadership.

Teamwork: the key to success in Formula 1 [175 KB]

(Published in Spanish in Enfasis Argentina September 2007)

Professor Mark Jenkins in his book on F1, Performance at the Limit, says "Successful Formula 1 organisations are true teams". This article explores some of the ways Cranfield works to fine-tune and strengthen teams. Download English translation here.

Taking Stock of the Team [163 KB]

(Published in Training Journal July 2007)

Regular reviews of team effectiveness are essential. Steve Macaulay and Sarah Cook explain how to conduct a team audit.

Accentuate the Positive [174 KB]

(Published in Training Journal May 2007)

Steve Macaulay and Sarah Cook argue that placing more weight on identifying and building on personal strengths is a good way to enhance performance.

Disengaged employees - How to get them back on board [772 KB]

(Published in Customer Management Magazine November/December 2006)

Steve Macaulay and Sarah Cook help you to anticipate warning signs and build solid foundations for greater engagement..

International Management Development [76 KB]

(Published in Training Journal October 2006)

Hilary Harris explains why organisations must do more to develop their international managers.

Customer-centric Health [707 KB]

(Published in Customer Management Magazine September/October 2006)

A healthy business is a customer focused one. Steve Macaulay and Sarah Cook ask, if you were to X-ray your organisation, what would you find?

Action Learning - Making the Change [1 MB]

(Published in Training Journal July 2006)

Sergio Pellegrinelli and Steve Macaulay explain how to manage action learning in practice.

Using a Vision [2 MB]

(Published in Training Journal April 2006)

How does an effective vision help an organisation to succeed?

by Michael Dickmann, Hilary Harris and Frances Wilson (Published in People Management, January 2006)

Why and how are successful global organisations investing in international management development?

by Steve Macaulay and Graham Clark (Published in Think Cranfield, January 2006 and BetterManagement.com)

There is no simple formula for successful delivery-focused leadership, but there are some clear pointers. The authors explore the secrets of Tesco's success.

by Steve Macaulay, Sarah Cook and Hilary Coldicott (Published in Training Journal, October 2005)

Few organisations implement change effectively. The authors explain how to handle change - and avoid spreading disappointment and disillusion

by Steve Macaulay, Sarah Cook and Hilary Coldicott (published in Customer Management, Nov 2005)

Golden rules to ensure consistent customer service.

by Steve Macaulay and John Dickson (published in Cranfield's Management Focus journal, Spring 2005)

Executives facing a constant stream of complex change may wish for a set of procedures and rules - a map which will guide them in unknown territory. Although such a map may be unrealistic, critical guidance is possible...

by Bill Shedden (Published in Finance Today, June 2005)

How the best business schools are meeting the executive development needs of today's organisations...

By Peter Graham (Published in Cranfield's Management Focus journal)

The business requirement to provide evidence for the link between management development and organisational performance has never been stronger. How can your organisation calculate, in visible terms, the return on investment claimed for management development?

Executive Development Today

by Bill Shedden

Executive Development today is almost unrecognisable when compared with a decade ago. In the fast-paced and demanding society of the 21st century where value for money and a balance between personal and organisation development are key, a new generation of customised programmes are being born...