Strategy, Complexity and Change Management

What is the one thing organisations, projects and teams can learn from F1 and motor racing?” Professor of Business Strategy Mark Jenkins provides an answer using The Performance Pyramid

The field of Corporate Finance has developed into a fairly complex one from its origins focussed on a company's business and financial needs (financing, risk management, capitalization and budgeting). Corporate Financial Strategy provides a critical introduction to the field and in doing so shows how organizations' financial strategies can be aligned with their overall business strategies.

Dr Tazeeb Rajwani talks about his new book which takes a strategic management approach to a company's engagement with political, regulatory and social arenas and interests; and develops a conceptual framework and managerial process for designing and delivering successful nonmarket strategies.

Professor Mark Jenkins on whether to innovate or imitate to build competitive advantage.

Richard Allen talks about his PhD research about organisational performance management in the 3rd sector and how performance is managed inside programmes which deliver services to beneficiaries. Richard highlights how focusing on desired outcomes and evidence of change can help to determine required interventions. This leads on to considering delivery mechanisms in ways which make sense and can demonstrate maximum impact.

David Denyer on research approaches with impact

Professor David Denyer outlines a rigorous partnership approach to research which successfully addresses important business issues.

Management Tip from Cranfield School of Management: Dr Tazeeb Rajwani gives 3 tips on whether to use or reject best practices when developing a new product or process.

Companies are continually urged to make the most of their uniqueness, but how do they go about that? Professor Cliff Bowman answers the question.

Open innovation and making the best use of internal and external resources is becoming an integral part of the future of strategic sourcing and doing business. What does open innovation consist of? How do you put this into practice? What blocks and barriers are there?