Training return on investment or not? As with most questions like this, there are many schools of thought. The first difference is between those who promote measuring training return on investment and others who argue that trying to measure it is pointless. The mainstream view holds that measurement can help evaluate some kind of return […]
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Knowledge Associates and CBMSc announce partnership for an integrated, strategy and knowledge asset management service to accelerate business improvement. A New Approach that integrates Strategy, Process Design and Knowledge Management at a deeper level to help businesses achieve sustainable results faster, better and at a lower cost Cambridge, UK 17 April 2018. Knowledge Associates International […]
Professional Training and Development in Context A simple way of thinking about professional training and development in the workplace is in support of formal learning, while some ‘learning to learn’ skills may also help with informal learning which happens in normal daily life. Developing knowledge in an organisation requires formal and informal learning approaches to be […]
Background “What’s the difference between improvement and optimisation?”. This is a question I was asked by a Six Sigma Master Black Belt during a recent Business Process Improvement course. They said their managers seemed to use the words ‘improve’ and ‘optimise’ (or ‘optimize’ for our U.S. friends) to mean the same thing. It is a […]
Bad Science I’m more aware of bad science than ever since reading Ben Goldacre’s book of the same name a few years ago. Familiarity bias and proximity bias no doubt!. So, another day, and another LinkedIn post from a well-meaning consultant using “science” to support their argument. This post links to a YouTube video about […]
Cambridge Management Sciences are pleased to support the Chartered Management Institute call on those responsible for leading businesses, public services and third sector enterprises
to start with an honest self-appraisal of their Purpose, People and Potential, identify where they could make improvements, and take action to do so.
Corporate governance has been reformed and improved, but recent evidence suggests there is more still to do. Financial Services As Standard Chartered Bank and HSBC join Barclays in the rogues gallery of banks that have suffered severe failures of corporate governance, the reputation of commercial banks can, surely, only be recovered through fundamental reform of […]