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strategy consulting

Learning at Work Week special offer

This year’s Learning at Work week runs from 14th to 20th May.  As a special offer for HR, OD and L&D Directors, we are offering a place on our highly regarded Strategic Leadership Development course which will take place in London during Learning at Work Week from 14th to 18th May.Strategic Leadership Development - Learning at Work Week offer


 

Here is a typical review:

“Let me take this opportunity to congratulate you that all my colleagues- without exception – came back with very positive feedback which I am proud of. They even recommended that others will have to attend this same programme of training in the future.”


This open 5-day course is the public version of our Board Leadership Development programme which is a tailored in-house course for boards and senior management teams.  We recognise it is sometimes difficult to assess something as important as a learning and development event for a senior management team by reading about it.  So, because our open course coincides with Learning at Work Week we are making places available to EU or UK-based Directors of Human Resources, Organisation Development, Learning & Development or equivalent in government organisations, charities, public corporations or private companies that employ more than 250 people.

A place on this programme normally costs £3,795 excluding VAT.  For the May 2018 presentation only, we are making an unprecedented offer.  If you qualify, you can attend the full five days to fully evaluate the course and get a significant contribution to your own continuing professional development for free.


CBMSc Knowledge Associates partnership

Adding Knowledge Management to the CBMSc practice

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 Ltd. and Cambridge Management Sciences Ltd today announced a new business performance improvement service. Through a new partnership, they are able to offer an organisational improvement framework to increase productivity from intangible assets and ensure compliance with new developments in international standards.

This partnership uniquely combines the experience and capability of two innovative Cambridge companies.  Together they provide a comprehensive consultancy and development service designed to help organisations achieve, sustain and extend their strategic goals though deeply aligned, optimised and integrated processes, systems, people and knowledge tools.

The importance of formulating the right strategy and being able to deliver it at speed continues to grow.  External changes are outpacing the ability of organisations to innovate quickly enough to keep pace.  Responding effectively to these challenges, combined with the critical need to get the best value from both tangible and intangible assets, is difficult for many organisations.CBMSc Knowledge Associates partnership

This new solution enables clients to achieve strategic alignment with embedded knowledge management so that their business model and strategy can evolve in a sustainable way.  The key elements of the combined offering include:

  • Strategy Evaluation: professionals will assess interested customers’ current corporate and business strategies and recommend ways to improve them.
  • Common Business Components: evaluation of the current design, specification and implementation of the operations plans, process designs, systems architecture and key governance and management responsibilities including risk and performance.
  • Knowledge Asset Management: identifying, developing and managing a strategic portfolio of critical knowledge assets.

“Empirical research shows a clear link between effective knowledge asset management and the achievement of strategic goals,” said Steve McGrady, CBMSc’s Managing Director.  “Through this new partnership with our Cambridge neighbours, we are able to combine their Knowledge Asset Management methodology (KAM) with our Strategy to Results Method (StoRM) to provide even more value to our clients”

Says Ron Young, CEO and CKO of Knowledge Associates Cambridge, “There is no doubt in our minds that those organisations that manage their knowledge assets wisely will dominate the 21stcentury.  This can best be achieved by combining a comprehensive Strategy to Results process with effective Knowledge Management .“

Both organisations declare “We are pleased to be able to extend our capability together as we anticipate the imminent publication of new Global Standards for Knowledge Management and Innovation”

About Knowledge Associates

Over the years, Knowledge Associates have developed much knowledge and expertise to identify, manage, develop and apply valuable intangible knowledge assets to achieve strategic organizational objectives.  Their Knowledge Asset Management Methodology (KAM) is academically accredited by The Lord Ashcroft International Business School, Anglia Ruskin University, Cambridge and Chelmsford, UK.  They have also embedded effective implementation methods and tools in a distributed KNOW-LEDGER Platform, hosted by Google Global Cloud Services and built on Blockchain technologies.

About Cambridge Management Sciences

Cambridge Management Sciences are the UK’s leading proponents of evidence-based practice in Operations Research consultancy, learning and development.  CBMSc uses evidence-led approaches to provide proven, powerful and cost-effective ways to improve business performance.  Their expertise has been used by public and private sector organisations, large and small, across four continents.  They have helped to develop significant strategic advances in a wide range of industries including nuclear and renewable energy, investment banking, and national government.

Press Contacts

Ron Young

Knowledge Associates International Ltd.

ronyoung@knowledge-associates.com

+44 (0)1223 421290

knowledge-associates.com

 

Loraine Smith

Cambridge Management Sciences

loraine.smith@cbmsc.com

+44 (0)1223 422171

cbmsc.com

Download the press release here: CBMSc KA partnership

Commission on the Future of Management and Leadership

The Commission on the Future of Management and Leadership

 

Background

The UK Commission on the Future of Management and Leadership was set up by the All-Party Parliamentary Group on management in conjunction with the Chartered Management Institute (CMI). The creation of a parliamentary commission indicates that the UK government believe that high-quality management and leadership in the private and public sectors are important for the future prosperity of the country.

Today they publish their report: “MANAGEMENT 2020: Leadership For Long-Term Growth” which provides the basis for a new campaign for a Better Managed Britain, which Cambridge Management Sciences are happy to support and promote.

Open letter

The Commission has published an open letter to the press expressing their support for the CMI campaign for a Better Managed Britain:

“Dear Sirs
Over recent months, the need to rebuild trust in business and public services has been widely discussed. But a core debate which too often gets overlooked is the quality of UK’s leadership and management.
Are UK’s managers short-sighted and too focused on the near-term, or long-term, growth visionaries? As the Commission on the Future of Management and Leadership makes clear, we are at a tipping point.
We need to raise our sights to a longer-term global agenda.
Those who cut costs and overheads seem to earn more respect for such hard-nosed decisions than those who take the riskier, more innovative paths that lead to growth in revenue, jobs and profits. This approach infects the public sector and social enterprises too when financial targets are put before service delivery and creating social value.
Whilst cost and profit are important we need management to create value for all stakeholders: shareholders, society and staff alike. Our future prosperity and global competitiveness depend on this. So today, we are supporting the launch of CMI’s campaign for a Better Managed Britain.
For a Better Managed Britain, organisations need to focus on three critical areas: Purpose, People, and
Potential.
Boards must refocus on their organisation’s longer-term purpose, beyond just making money or meeting targets – and to set measurable commitments to customers, suppliers, employees, communities, and the environment, as well as to investors.
We need managers who inspire and support their teams to succeed. Managers who are recruited not only
because of technical skills but because they have the right attitudes, values and ethics. Managers who are assessed and paid not only on their results but on how they got them.
We need to focus on the long-term over the urgent distractions of the short-term. We must build for the future,
by supporting our education system through providing access to the world of work, by training, mentoring and nurturing new managers and leaders.
Today we are calling 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.
Together we will create a better Managed Britain with long-term sustainable growth for the benefit of all.

<Ends>

Steve McGrady, Managing Director of Cambridge Management Sciences (CBMSc), and a Fellow of the Chartered Management Institute is a co-signatory of the open letter.  “I am pleased to be able to demonstrate our support for this campaign”, said Mr McGrady, “it is important to highlight that organisations should focus on their long-term commitments to all stakeholders and move away from over-emphasising cutting costs to increase profits and shareholder returns.”  CBMSc provide training and consultancy to help organisations increase their effectiveness and efficiency through the application of evidence-based methods and tools.

Sustainable profit

Tim Cook told climate-change denying investors to sell their Apple stock

In the same week that Apple CEO Tim Cook told climate-change denying investors to sell their Apple stock, strategic advisors lavery/pennell publish an interesting, and challenging, report.  They suggest that a new, sustainable profit model for industry has emerged.  The report estimates it to be worth €100bn in additional profits for European companies. This approach also has the potential benefit of creating 168,000 new jobs and, most importantly, a 14.6% reduction in greenhouse gas emissions.

Sustainable profit model

The new model is a response to today’s business challenges involving three stages:

1) Improve non-labour resource efficiency.
2) Reinvest some of these efficiency savings in sustainable inputs (materials & renewable energy).
3) Develop innovative new products and grow market share.

The report cites a carpet tile manufacturer (Interface) as evidence of the success of this approach. The company has cut its energy use by 40 percent since 1996. They also recycle 43 percent of their raw materials.  It has reduced its emissions of carbon dioxide by 90 percent, sends zero waste to landfill, and recycles all its water. As a result, Interface is now the largest carpet tile company in the world, with revenues of $1 billion.

Strategic implications

Large corporations, such as Unilever, are also pursuing a goal of delivering sustainable profit, but there seems to be a long way to go.  Our strategy courses explore Richard Rumelt’s contention that ‘bad strategy’ is often no more than a set of, what he describes as, vaporous goals.  Our strategy consulting practice builds on his ideas to help organisations focus and coordinate their policies and actions on their biggest challenge, which is a good way of developing ‘good strategy’.  Organisations that are serious about achieving sustainable profit must put this goal above all others if they want to succeed.

Intuitively, this kind of approach makes sense, but intuition is a bad guide when faced with important decisions.  This report is a valuable contribution to building an evidence base.  It helps demonstrate the value that well-planned and executed ‘green’ initiatives can have.  The benefits will be felt by people and the environment.  The interesting incentive is that they might also build business models that can deliver sustainable profit.  This is an area that needs more evidence to help inform public policy as governments struggle to reconcile the need for long-term investments with demands for immediate fixes.

strategy science - promising new journal

consultancy

Context

As a consultancy practice that uses Management Sciences methods we have an interest in the more specific area of strategy science.  We, therefore, like the section in the book Good Strategy/Bad Strategy: The difference and why it matters by Richard Rumelt that describes how we naturally adopt a scientific approach to strategy.  This doesn’t appear to be a widely held view, although we use it in our practice.  So, it is interesting to see that the Institute for Operations Research and Management Science (INFORMS) Board of Directors has approved the creation of a new journal called Strategy Science.

Strategy Science: the journal

This new publication is being launched under the leadership of Daniel Levinthal from The Wharton School. It will publish outstanding research directed to the challenges of strategic management in both business and non-business organisations.

The subjects will range from relatively macro-level concerns of industry dynamics and the institutional context in which organisations operate to more organizational-level focused work, such as processes of organizational change, and work that links the organization to its external context, such as questions of firm boundaries and strategic positioning.

The journal will be open to a variety of disciplinary approaches including economics, operations research, political science, psychology, and sociology providing the work enhances meaningful understanding of substantive issues in the strategy domain. The journal encourages authors to take chances to produce work that pushes the field forward.

This is encouraging.  Strategy and Management Science are broad disciplines.  They are also relatively young areas for academic study, so a broad scope is helpful in finding what works as academia in conjunction with practitioners develop the body of knowledge.

The first issue is scheduled to be published in 2015. For more information see the submission guidelines at http://pubsonline.informs.org/page/stsc/submission-guidelines.

We welcome this new journal and look forward to finding out what insights it will give.