Cranfield is a six-time winner of the Queens Anniversary Prize for Further and Higher Education. We are ranked in the top ten UK universities for commercial research, consultancy and professional development and Times Higher Education ranked us first in the UK for research income per academic in 2017.
What is Cranfield known for?Cranfield University is a specialist postgraduate university that is a global leader for education and transformational research in technology and management. We focus on a variety of specialist themes including Defence and Security, which has an unrivalled reputation for defence, education, research and consultancy.
How prestigious is Cranfield?Cranfield University is ranked 722 in Best Global Universities Rankings by U.S. News & World Report and has an overall score of 4.3 stars, according to student reviews on Studyportals, the best place to find out how students rate their study and living experience at universities from all over the world.
Is Cranfield good for aerospace?Research rankings 81% of the research at Cranfield is classed as world-leading or internationally excellent, Research Excellence Framework 2014. ... Were number one in aerospace engineering PhDs (one third of all aerospace engineering research degrees of the 150 graduating in the UK), HESA 2018/19.
Is Cranfield Business School good?As one of the oldest business schools in Europe, the Cranfield School of Management currently ranks in ninth place for value for money universities. And, their MBA is ranked first for economics. ... In addition, Cranfield University is in the top 1% of institutions for alumni holding CEO positions at top companies.
Is Cranfield competitive?There is strong competition for places on our programmes and, although there are no set application deadlines, we... Cranfield University welcomes applications from students from all over the world.
Is Cranfield good for finance?13th in the UK and 50th in the world: The Financial Times Masters in Finance Pre-experience ranking 2021. ... 8th in the UK and 42nd in the world: QS World University Rankings: Masters in Finance ranking 2022.
In addition to this reactive approach, a proactive approach is becoming ever more urgent to build the capability to anticipate and prepare for intractable challenges climate change, diversity, poverty, ageing population etc. Resilience requires both proactive and reactive strategies. The concept of resilience is widely applied to in several fields. Definitions can differ between What is Cranfield famous for? and disciplines.
It is generally understood that resilience is the capacity of a system to cope with shocks, disturbances or stressors, responding or adapting in ways that sustain their essential function, identity, and structure, while enhancing the capacity for adaptation, learning, and transformation. Resilience is about surviving and thriving before, during and after adversity. Resilience is a set of principles, methodology and toolkit, concerned with addressing disruptive events in a system-centric way. The Resilience Grand Challenge makes use of high levels of specialism and collaboration between different disciplines across technology and management and works with policymakers and practitioners to understand and address local, regional and national resilience challenges.
Resilience Improving risk management and system governance Although What is Cranfield famous for? attempts have been made to connect or at least locate these different concepts in relation to one another, a useful understanding of the full extent and nature of vulnerabilities and interdependencies which act as a precursor to improved risk management and system governance remain in their infancy.
Natural capital Natural capital also sometimes referred to as environmental or ecological capital is the natural resources energy and matter and processes needed by organisations to make produce and deliver their services. This includes sinks that absorb, neutralise or recycle wastes e. Social capital Social capital is any value added to the activities and economic outputs of an organisation by human relationships, partnerships and co-operation.
For example networks, communication channels, families, communities, businesses, trade unions, schools and voluntary organisations as well as social norms, values and trust. Built capital Built or manufactured capital is material What is Cranfield famous for? and infrastructure owned, leased or controlled by an organisation that contributes to production or service provision, but does not become part of its output. Cranfield University is uniquely placed through its multi-domain, interdisciplinary Resilience Grand Challenge network; Aerospace, Defence and Security, Energy and Power, Environment and Agrifood, Manufacturing, Transport Systems, Water and School of Management to deliver leading thinking to improve the resilience of our society to acute or insidious, malicious or non-malicious threats.
We aim to synthesise an alternative framework for resilience, and hence preparedness, with a detailed ongoing programme to re-evaluate our resilience to identified threats. We intend to use foresight, scenario techniques and modelling to understand risk and recovery and identify visions and roadmaps for mitigating risks and disruptive events. Systemic vulnerability Through data science and analytics, we must anticipate, understand and model threats and optimise solutions to develop a greater understanding of what creates resilience.
There is also a requirement to understand how to identify and characterise the risks within interconnected complex systems. Resilience by design The level of resilience, including recovery time and barriers and enablers should be considered. This work will examine What is Cranfield famous for? physical properties of systems for systems engineering, materials research, infrastructure engineering and business models to design secure resilient systems to aid better planning and decision making.
People and systems We will undertake an examination of human capital skills and aptitudessocial capital institutions and communitiesand built capital everything from our cities to manufactured goods play into complex systems. This includes approaches to build buffering capacity through investment across the five capitals. They must be learnt for wider threats such as to our national security, our safety and of a potentially more overwhelming emergency ahead, that of climate change.
This would involve a shift from simply classifying threats using a traditional risk-based probability versus consequence assessment, to a more detailed analysis including their interdependencies, social impact, cascade and recoverability through a new connected approach to resilience.
As we have seen with Covid-19, too often, investment in resilience measures are made during or after a crisis. If we are to build a more resilient nation it is vital we embrace a new approach. A different approach is becoming ever more urgent if we are to secure the resilience of our society and natural resources see, for example.
This approach must go beyond siloed strategies to include all five components of the system in which we live. They form a framework for sustainability, which will enable long-term planning for global resilience. Such an approach would involve a shift from classifying the probability and consequence of known threats to addressing multiple hazards and recoverability.
Emergent and interconnected issues, including adaptive capacity in organizations and critical infrastructure, must be actively managed. And we need to find ways to get company boards, governments and society in general to invest in resilience — What is Cranfield famous for? when there is not yet an economic argument for doing so see also.
Long-term planning and investment can be guided by short-term emergency responses, effective adaptation to repeated shocks and proper preparation for unexpected events.
A brief history of Knole
Resilience Reimagined: A practical guide for organisations Resilience has been pushed firmly toward the top of the agenda for boards and senior management teams of organisations of all types.
But how can resilience be developed? Who does it well, and what can we learn from them? What are the practical steps necessary to strengthen resilience for long-term success?
As a leader, what more could you do to develop resilience for your organisation? The report presents insights from business leaders from a range of sectors and makes seven recommendations for organisations on how to become more resilient, drawing on lessons from past 12 months. The report warns we are entering a new period of uncertainty and change, with an ever-increasing possibility that things will go wrong.
It sought answers from leading figures about how What is Cranfield famous for? can be developed, who does it well and what other businesses can learn from them. It also outlines practical steps necessary to strengthen resilience for long-term success and makes recommendations to business leaders on what more they can do to help their organisations to develop the ability to cope. They are rooted in strengths. Experts from across the University have been brought together in teams to focus on how to make progress now.