Corporate Social Responsibility, or Corporate Sustainability as leading companies are increasingly re-naming it, has never been more relevant to our organisations. By maximising positive social and environmental business impacts as well as economic ones, this strategic approach creates business opportunities, enables the business to flourish in the long term, and ensures that organisations have a positive impact in the world. The Cranfield Management and Corporate Sustainability MSc will teach you the practicalities of how businesses successfully embed sustainability into their core business purpose and strategy.

The programme equally provides a world-class practical education in the management disciplines required for all senior leadership positions. It therefore shares a number of modules and other programme activities with our Management MSc programme, which is ranked 1st in the UK and 7th in the world in The Economist Which MBA? Masters in Management (MiM) 2017 ranking.


  • Start date30 September 2019
  • Duration1 year
  • DeliveryTaught modules (65%) are assessed by a combination of group work, written assignments, and examination. The individual thesis (35%) is written individually and submitted at the end of the course.
  • QualificationMSc
  • Study typeFull-time
  • CampusCranfield campus
Video Cover
An introduction to the Management and Corporate Sustainability MSc

Who is it for?

  • Graduates with a keen interest in the social, environmental and economic impact that organisations have on the world, and who aspire to embed sustainability into their future management career across a varied range of private, public and not-for-profit organisations, sectors and roles.
  • Early career professionals who wish to transition into a sustainability-focused role.

Class Profile 2017/18*:

Male 41% - Female 59%
Age Range**:
20 - 45 years
Average Age**:
30 years
Number of Nationalities: 11
Cohort Size: 75 MiM 46

*The above data combines the 2017/18 class profiles for our three Management Master’s courses: Management MSc (MiM), Management & Entrepreneurship MSc (MEnt) and Management & Corporate Sustainability MSc (MCS).
**This data is specific to the Management & Corporate Sustainability MSc, with the average age taken across the current and previous year’s cohorts.

Term Dates

Orientation Week:
30 September 2019 – 4 October 2019
Term One:
7 October 2019 – 20 December 2019
Term Two:
13 January 2020 – 27 March 2020
Term Three:
14 April 2020 – 3 July 2020
Term Four:
6 July 2020 – 11 September 2020

Why this course?

More than just an academic institution, Cranfield School of Management’s world-class research, consulting and teaching result in practical management solutions that are transforming the world of business today. For 50 years, we have been working with leading companies across the globe, pursuing our mission to improve the practice of management.

Teaching at Cranfield is exclusively focused on postgraduate and executive levels and is designed to nurture your practical business skills and confidence, and places huge emphasis on real-world challenges. You will learn to act on evidence in order to make better management decisions. This leadership development journey explores your personality to help you understand your strengths and weaknesses.

The Cranfield Management and Corporate Sustainability MSc is a highly practical course featuring a distinctive blend of theory and application. You will gain the knowledge and skills required for a career focused on business sustainability, and working with some of our partner organisations you will put this learning into action by working on sustainability projects, finding real business solutions to complex sustainability issues.

You will gain valuable insight into sustainability in practice through a series of master classes and presentations from specialists in the field. Previous masterclass topics have included sustainability marketing, system change, environmental management systems, sustainable innovation, sustainable finance, the board-investor relationship and many more. Some are delivered by companies such as Marks & Spencer, L&G and Diageo at their head offices. Recent guest speakers have included:

  • ​Peter Lacy, Global Managing Director for Strategy & Sustainability at Accenture, and author of the best-selling book on the Circular Economy, ‘Waste to Wealth’
  • Nick Robins, co-director of Inquiry into the Design of a Sustainable Financial System at UNEP (UN Environment Programme)
  • John Elkington, inventor of the triple-bottom-line concept, founder of Volans and SustainAbility, author of over 20 books, thought-leader, business strategist, entrepreneur and environmentalist
  • Carmel McQuaid, Head of Sustainable Business, Marks & Spencer

You will also have the opportunity to attend corporate social responsibility/sustainability events and conferences with our faculty, including ‘Doing Good Doing Well’ in Barcelona, a two-day conference which includes prominent speakers.

Throughout the programme you will also benefit from the extensive expertise and networks available within our internationally recognised Doughty Centre for Corporate Responsibility. The Centre works to empower managers with the knowledge and skills to lead successful, sustainable organisations, and includes prominent members including its director Professor David Grayson who teaches on this programme. He has worked with many leading global businesses including BP, Shell, Microsoft and Diageo, as well as OECD, the European Union and the World Bank.

Cranfield is one of the early signatories to the UN Principles of Responsible Management Education (PRIME), and focuses on teaching sustainable business practice that addresses society’s social, environmental and economic goals.

PRIME logo


I chose Cranfield because I was looking for a business school with a strong background in Corporate Responsibility that was also addressing real business problems. You can find both at Cranfield. I am now applying everything that I learnt on the course. I am currently developing a set of lectures for managers in co-operation with Deloitte Chile to help businesses here lead the transition from early stages in CSR to embedding sustainability in their strategic objectives.

Francisco Sierra, Management and Corporate Sustainability MSc alumnus, 2016

Informed by Industry

Cranfield bridges the gap between the corporate and academic worlds to promote sustainable business management. Our close connections with industry have enabled us to create and develop a 'community of practice' in the field, in which we serve as researchers, mentors and educators. Many of our faculty have held senior positions in industry and continue to engage with industry through consultancy and teaching. They are also supported by a team of international visiting industry speakers and professors who bring the latest thinking and best practice into the classroom ensuring you have up-to-date, relevant insight from the sustainability world. You will benefit from our close links with business through international case studies, a management consultancy simulation, and our visiting speakers providing an overview of the challenges they are facing.


The Cranfield Management and Corporate Sustainability MSc is a Chartered Management Institute (CMI) dual accreditation degree. This provides the opportunity to stand out from other management graduates by achieving the CMI’s professional management qualification alongside your Cranfield degree. 

The CMI is the only chartered professional body in the UK dedicated to promoting the highest standards in management and leadership excellence. It is the only organisation awarding Chartered Manager status, and has a 100,000+ membership. 

CMI logo

Course details

The course comprises thirteen modules, eight covering general management skills and five specialising in corporate sustainability. The ‘Sustainability in Practice’ module provides the opportunity to undertake a practical sustainable business consultancy project. The thesis is also a practical exercise, albeit informed by up-to-date theory. Previous thesis projects have involved working with company sponsors such as Heineken and easyJet. The ‘Managing Corporate Sustainability’ and ‘Creating Sustainable Organisations’ modules provide practical leadership skills in driving sustainable business, from strategic issues such as the circular economy to topics such as sustainable innovation, reporting and employee engagement. The ‘Applied Science and Technology for Environmental Sustainability’ module is taught by environmental experts from Cranfield’s School of Water, Energy and Environment, and provides the specialist skills needed to assess and manage environmental impacts from operations to the supply chain.

Individual project

The thesis will require you to undertake a major research project based on a real sustainability business issue. You will apply your management knowledge, skills and analytical abilities to real-life situations and demonstrate your ability to research issues, critically evaluate data and information, apply tools and techniques to solve management problems, and write a report concisely, informatively and persuasively.


Taught modules (65%) are assessed by a combination of group work, written assignments, and examination. The individual thesis (35%) is written individually and submitted at the end of the course.

School of Management Disclaimer

Keeping our courses up-to-date and current requires constant innovation and change. The modules we offer reflect the needs of business and industry and the research interests of our staff and, as a result, may change or be withdrawn due to research developments, legislation changes or for a variety of other reasons. Changes may also be designed to improve the student learning experience or to respond to feedback from students, external examiners, accreditation bodies and industrial advisory panels.

To give you a taster, we have listed the core modules and some optional modules affiliated with this programme which ran in the academic year 2017–2018. There is no guarantee that these modules will run for 2018 entry. All modules are subject to change depending on your year of entry.

Compulsory modules
All the modules in the following list need to be taken as part of this course

Marketing Strategy and Planning

Module Leader
  • Professor Emma Macdonald

    A crucial competence for marketers is marketing strategy: in simple terms, analysing how the target market divides into segments, which of these segments are key targets for the firm, what the firm’s value proposition to each segment is, and what financial results can be expected over a planning period of typically 1-3 years. This module teaches Cranfield’s world-leading step-by-step process for developing such a marketing strategy and documenting it in a marketing plan. This process has been developed with hundreds of blue-chip companies worldwide over the last 30 years, informed by several Cranfield PhDs on the topic which have studied what works in practice. It is documented in the world’s leading textbook on the topic, McDonald & Wilson’s Marketing Plans, which has sold over half a million copies. This book is used as the course text and you are strongly advised to buy their own copy, to help bridge from the course to planning for real in their subsequent management roles.

    Being able to define or refine a marketing strategy underpins all other aspects of marketing which help to make this strategy happen. For example, the firm’s brand or brands need to be aligned with the value proposition, as do marketing communications. To help you integrate learning across these different marketing disciplines, this module is assessed through an integrated assignment alongside branding and marketing communications modules.

    An introduction to the Marketing Strategy and Planning module

    Emma Macdonald



    The module covers:

    • Strategic marketing in context
    • 10 steps of the strategic marketing planning process
    • Mission statements and organisational objectives
    • The Marketing Audit and analytical tools
    • Market maps and market segmentation
    • SWOT analysis
    • The Directional Policy Matrix
    • Marketing objectives and strategies
    • Product and pricing strategy.
Intended learning outcomes

On successful completion of this module you should be able to:

  1. Understand the evolution and role of marketing and be able to describe the characteristics of a customer-centric organization.
  2. Appreciate a series of marketing strategy tools and techniques and their application in practice.
  3. Recognise a successful marketing planning process and understand the construction and evaluation of a strategic marketing plan.
  4. Structure and prepare a comprehensive strategic marketing plan.
  5. Evaluate marketing plans prepared by others.

Managing People and Organisations

Module Leader
  • Dr Richard Kwiatkowski

    Introduction: success in management, particularly at senior levels in organisations, depends on understanding organisations, the people in them and the relationship between the internal and external environments within which they exist; and in ensuring that they work effectively.  

    Organisations are run by and for people, and the success or failure of an organisation depends on the people in that organisation.  It is rarely an absence of planning that causes organisational difficulties; rather it is the failure of management in understanding and managing complex personal and interpersonal systems that can lead to significant problems. Similarly an acute and critical understanding of these dynamic relationships can lead to profound and enduring success and benefit for the individual, the organisation and wider society. 

    In this module you will be introduced to various aspects of people and organisations.  This module combines models, theories and ideas from organisational behaviour, psychology, sociology, and human resource management in order to provide you with a basic understanding in recognising, understanding and utilising what has been termed the "human factor" in organisations; including ways of conceptualising organisations and how people behave within them.  We shall further consider the impact of the external environment on organisations; and address notions of organisational change. 

    This module is necessarily an introduction; further suggestions of reading and of consequent activities will be provided.  

    It may also be that you will wish to undertake a project in this area; several of the faculty involved will be pleased to discuss this with you.


    The module covers:

    • Introduction to People and Organisations
    • Individual differences
    • Personality
    • Learning
    • The Team
    • Human Resource Management
    • Performance
    • Politics
    • Culture
    • The Changing World of Work
    • Change
    • Change in Organisations
    • Application

Intended learning outcomes

On successful completion of this module you should be able to: 

  1. Understand a number of different ways of conceptualising people and individuals in organisations, including performance and change.
  2. Understand the importance of relationships at work, group dynamics, effective teams and leadership in achieving effectiveness.
  3. Critically engage with various relevant models, theories and ideas in order to enhance personal capability, including identification of gaps in knowledge and skills, linking to insights regarding one’s personal and professional development agenda.

Managing Profitability, Liquidity and Asset Utilisation

Module Leader
  • Dr Simon Templar
  • Dr Matthias Nnadi

    The aim of the Managing Profitability, Liquidity and Asset Utilisation module is to introduce the role of finance within an organisation and then introduce a number of traditional and contemporary costing approaches that will increase the visibility of cost and aid management decision-making.  The module begins with a session which explores the role of accounting and finance within an organisation. You are then introduced to the key financial statements contained in the Report and Accounts of a business. Highlights the role of management accounting and needs of users of financial information. Later lectures then introduce the participants to the fundamental concepts of cost accounting and its principles, before moving on to evaluate the different costing tools and their impact on the management of the organisation. The final theme explores the role of the accounting in the budgeting and control processes within the organisation.

    This module will require you to demonstrate their ability to master and apply the knowledge and skills that they have gained from this module to the application of a variety of practical management problems, and case studies will be used to deliver the learning objectives.


    The module has five main themes which are delivered in ten sessions:

    • Role of accounting and finance within an organisation.
    • Interpretation of Company Financial Statements .
    • Introduction to traditional and contemporary accounting tools andtechniques, which can be applied to management decisions.
    • The application of accounting tools and techniques to support decision-making.
    • Exploring the relationship between accounting information and the management of an organisation.

Intended learning outcomes

On successful completion of this module you should be able to: 

  1. Identify how management decisions can have an impact on the financial performance of an organisation.
  2. The academic content of this course will provide you with an appreciation of the theoretical concepts that underpin traditional and contemporary cost accounting approaches used to cost processes.
  3. You will be able compare the strengths and weaknesses of traditional and contemporary costing approaches.
  4. Interpret a set of Company Report and Accounts.
  5. Demonstrate their knowledge of a number of costing approaches, through direct practical application to a relevant management issue.
  6. Apply a number of financial tools and techniques to appraise projects, product and customers profitability.

Improving Decision Quality with Management Science

Module Leader
  • Dr Benny Tjahjono

    It is imperative that managers are competent decision makers.  The decisions faced by managers are generally not only difficult but are also subject to time pressure, increasing the likelihood of mistakes.  A logical and rational approach to making decisions based on a scientific approach is therefore invaluable.

    This course aims to introduce the Management Science (MS) approach by presenting a range of MS techniques. The course will describe, demonstrate and critique the application of a range of MS techniques to support management decisions. MS techniques that will be covered range from simple graphs to deterministic and stochastic modelling, including statistical analysis and forecasting methods. All lectures are designed to be interactive. The focus will be on the practical application of methods and on the interpretation of their output, but we will ensure that you have an appropriate grounding in theory as well. Knowledge and understanding of the module learning outcomes will be assessed in a formal written examination.


    The module includes the following main subject areas:

    • Introduction to modelling (management science approach to problem solving, model building: break-even analysis, business usage of management science techniques)
    • Modelling with linear programming (model formulation, graphical solution)
    • Solving linear programming models (computer solution, sensitivity analysis, a marketing example, a transportation example, a blend example)
    • Decision making models (decision making under uncertainty, decision making under risk)
    • Modelling multi-criteria problems (goal programming, analytical hierarchy process, scoring models)
    • Simulation (the Monte Carlo process, computer simulation with MS Excel spreadsheets, verification of the simulation model with examples from queuing problems in service operations)
    • Forecasting (forecasting components, time series methods, forecast accuracy, regression methods)
Intended learning outcomes

On successful completion of this module you should be able to:

Knowledge & Understanding:

  1. Be able to discern and apply appropriate Management Science techniques to analyse and solve common management decision problems.
  2. Be able to propose appropriate solution approaches to new decision problems.
  3. Be able to evaluate the application of Management Science techniques to a given problem and critically discuss their applicability, strength and weaknesses.
  4. Be fully aware of the limitations of various Management Science techniques in a problem context .

Skills & Other attributes:

  • Be able to communicate the solutions provided by Management Science techniques based on an understanding of the theoretical principles that underpin the solutions.
  • To be able to correctly interpret the results in a clear and meaningful way and to be able to communicate them effectively to a lay audience.

Economics for Managers

Module Leader
  • Professor Catarina Figueira

    To introduce the concepts and techniques associated with Managerial Economics, i.e., Microeconomics (e.g. market analysis, price theory, rationality) and Macroeconomics (e.g. inflation, exchange rates and interest rates).

    • The initial few sessions are spent on discussion of the concept of equilibrium as it applies to the micro and macro structures of a broad range of financial markets.
    • In the next four sessions, an understanding of choice theory and rational economic decision making as it applies to the levels and structure of prices of assets in a broad range of financial markets is developed.
    • Finally, remaining sessions are devoted to discussion of the concepts and ideas in macroeconomics which have a direct relevance to financial markets. Particularly, discussion is centered around the understanding of monetary economics and the institutional context to which it applies. Discussion of structure of money and capital markets rounds up this module.
Intended learning outcomes

On successful completion of this module you should be able to:

  1. Employ economic reasoning when making choices in the use of resources.
  2. Recognise the importance of marginal analysis and diminishing returns in the context of business and consumer decisions.
  3. Appreciate the various objectives which different firms may pursue and the consequent impact on managerial decisions, including those relating to price and output levels.
  4. Analyse both the external environment and the internal capabilities of a firm and understand the forces shaping the firm’s competitive environment.
  5. Recognise the importance of developments in the macroeconomy for management and business performance. 

By the end of this course, you should exhibit:

  • An ability to use economic theory.
  • An ability to use relevant geometric and quantitative models to explain and analyse monetary and financial phenomena.
  • An ability to apply economic theory to real world problems, e.g., via case study analysis.

Managing Operations

Module Leader
  • Dr Abdelkader Aoufi

    The module covers:

    • Strategic role of operations
    • Process design and layout
    • Managing the process experience
    • Tools and techniques of process improvement
    • Capacity management
    • Inventory management, lean and agile operations
    • Quality management and improvement
    • People in operations
Intended learning outcomes

On successful completion of this module you should be able to:

  1. Examine the different types of operations employed by organisations and their distinctive characteristics.
  2. Analyse the capabilities of different types of operation including the trade-offs involved.
  3. Show how to select the priorities for operational performance improvement and how to implement them.

Strategic Management

Module Leader
  • Dr Richard Schoenberg

    Strategic Management is concerned with the direction and scope of the organisation.  This involves determining the purpose of the organisation, establishing objectives and formulating strategies to achieve the objectives. It predominantly explores how an organisation positions itself with regard to its changing environment, and in particular its competitors, in order to gain and sustain competitive advantage. This means that strategic management considers how an organisation’s internal resources and capabilities can be developed to meet the changing demands of customers, in such a way as to achieve the expectations and objectives of its stakeholders. 

    An introduction to the Strategic Management module

    Imran Zawrar


    On successful completion of this module you should be able to: 

    1. Describe the key questions and associated challenges to be addressed in formulating an organisation’s competitive and corporate-level strategies.
    2. Appreciate that to sustain competitive advantage an organisation must harness its internal resources and capabilities and react appropriately to changes in its external environment.
    3. Appraise and differentiate between corporate, competitive (business unit) and functional strategies.
    4. Critically apply a range of tools and techniques to illuminate the key questions of competitive strategy and corporate strategy.
Intended learning outcomes

On successful completion of this module you should be able to:

  • Describe the key questions and associated challenges to be addressed in formulating an organisation’s competitive and corporate-level strategies.
  • Appreciate that to sustain competitive advantage an organisation must harness its internal resources and capabilities and react appropriately to changes in its external environment.
  • Appraise and differentiate between corporate, competitive (business unit) and functional strategies.
  • Critically apply a range of tools and techniques to illuminate the key questions of competitive strategy and corporate strategy

Managing Corporate Sustainability

Module Leader
  • Rosina Watson
  • Professor Hugh Wilson

    Global sustainability challenges are shaping the way business operates in the 21st century. Businesses are under increasing pressure from multiple stakeholders (for e.g. shareholders, customers, employees, society) to manage their positive and negative impacts with clear responsibility and strategic intent.  Leading firms are choosing to respond to these challenges by generating sustainable value propositions to ultimately drive competitive advantage. For many this has meant re-engaging at the level of purpose and re-addressing their role in wider society and for human well-being. 

    This module outlines the major sustainability challenges and explores how progressive organisations are responding to them in-terms of organisational mind-set, leadership, value-chain, collaboration and change management.  It will engage you in gaining a better understanding of how corporate action can be best configured to promote responsible and sustainable business strategies. In doing so, it will demand you (as future business managers and leaders) to reflect on the long-standing debate about whether or not ‘the business of business, is still business?


    This module has seven elements as follows: 

    Sustainability Challenges & New Industrial Paradigm

    This element introduces corporate responsibility and sustainability theory and practice.  It will discuss key concepts such as corporate social responsibility, sustainable business, citizenship, accountability and transparency. Subsequently, it will provide an overview of the most urgent and critical social, environmental and economic challenges facing world of business. In doing so it explores a numbers of system-level trends drawing on the research of leading scientific communities. 

    Key topics include

    • Globalisation/internationalisation
    • Policy and regulation: Rio +20, Kyoto, UN Global Compact, WBCD, REACH
    • Global trends: climate change, water, food, energy security nexus, social, population demographics, poverty, social inequality, consumerism, cyber security, social media, politicisation of markets
    • Sustainable development and sustainable consumption
    • Corporate social responsibility/citizenship
    • Systemic innovation and systems thinking 

    The Responsible Organisation’s Mind-set Response

    This element explores organisational mind-set responses to the global sustainability challenges. It begins by examining common conceptions regarding the relationship between business and society. Further discussions focus on ethical business conduct and the major philosophical debates informing modern commercial practices. 

    Key topics include

    • Business and society
    • The role of human capital and diversity
    • Re-thinking value, new business models and social enterprise
    • Business ethics and philosophical perspectives
    • Human rights and social justice
    • Philanthropy
    • Public demonstration of good practice - ESG, triple bottom line/natural capital/GRI 

    Leadership Response

    This element explores the leadership response for positive change for corporate responsibility and sustainability. 

    Key topics include

    • How leading for corporate responsibility and sustainability is different from leading in other contexts
    • Corporate governance
    • Strategies for corporate social responsibility and sustainability
    • Reporting sustainability performance
    • Leadership skills for the future 

    Value Chain Response

    This element explores how sustainable design/technology, production, supply chain and consumption contribute to corporate responsibility and sustainability. 

    Key topics include

    • Cradle to cradle/closed loop economy/low-carbon economy/bio-mimicry
    • Product service systems
    • Sustainable marketing/ethical consumerism
    • Sustainable supply chains
    • Authenticity and public communications 

    Inter-organisation Network Response

    This element explores how external networks, collaborations and partnerships between various stakeholders can collectively contribute to positive change for corporate responsibility and sustainability. 

    Key topics include

    • Stakeholder theory and engagement
    • Open innovation and network dynamics
    • Sustainability professional services and consulting
    • Business led coalitions and multi-stakeholder collaborations 

    Championing Change Response

    This element explores how organisations can begin to engage managers and employees’ (as key stakeholders) to create momentum for positive organisational level change. 

    Key topics include

    • Stages of sustainability maturity
    • Business case and materiality assessment / diagnosis
    • Engaging employees as stakeholders
    • Social intrapreneurs as agents of change
    • Professionalisation of sustainability 

    Sustainable Futures & Scenarios

    This element explores your conceptualisations of ‘sustainable futures’ (e.g. in health, transport, energy sectors etc.) using creative techniques (e.g. future casting).

    Key topics include

    • Managing uncertainty
    • Scenario planning, horizon scanning and future gazing
    • Designing alternative futures
Intended learning outcomes

On successful completion of this module you should be able to:

  1. Recognise the range of global sustainability challenges facing businesses.
  2. Establish key concepts and theories relating to Corporate Sustainability, Corporate Social Responsibility/Citizenship and Business Ethics.
  3. Decipher and articulate the value of organisational responses to sustainability challenges.
  4. Review and evaluate the different ways in which organisations assess their material impacts and how they report sustainability performance.
  5. Express the distinguishing management and leadership skills required to manage and embed successful corporate sustainability initiatives.
  6. Discuss how to engage employees and identify potential change agents and sustainability champions.
  7. Undertake a rough-cut organisational sustainability maturity diagnostic assessment and appraisal.
  8. Apply envisioning tools to imagine and design future sustainable business scenarios.
  9. Use sustainability performance data from company report and accounts and other data bases to carry out a comparative analysis.
  10. Be able to work in teams, explore/present collective intellectual positions and debate their merits amongst peers.
  11. Articulate the key tenants of an implementation plan that avoid the risks associated with ‘green wash’ approach to sustainability.

Management Consulting

Module Leader
  • Dr Monica Franco-Santos

    This is an integrative module allowing you to develop management consulting skills and apply their learning in a practical manner. You will work in their consulting teams and will role-play as a management consulting team, competing against the other teams. All teams will address the same business challenge: a genuine business issue in a particular company. You will have a set of taught sessions on the ‘art and craft’ of management consulting. In parallel, they will work with their consulting teams to address the case company business challenge. They will have three weeks to understand the problem; gather the relevant data; use appropriate tools/frameworks and propose innovative, pragmatic and achievable solutions


    This module comprises conceptual knowledge about the foundations of management consulting and practical knowledge developed through a real-life case exercise. The module includes teaching sessions focused on the following

    Consulting skills

    • Listening
    • Communication
    • Persuasion
    • Problem solving
    • Negotiation
    • Decision-making

    Consulting process

    • Diagnostic phase
    • Data collection phase
    • Design phase
    • Implementation phase
    • Education phase
Intended learning outcomes

On successful completion of this module you should be able to:

This module is intended to enable you to develop critical management consulting skills and apply them in the context of a real-life business problem. By the end of this module you should be able to:

  1. Critically examine managerial problems and propose practical solutions.
  2. Apply the theories, frameworks and perspectives learnt in other modules.
  3. Explain and critically assess relevant processes, concepts and methods involved in management consulting projects.
  4. Recognise how to develop strong relationships with external and internal clients.
  5. Present ideas effectively to an audience of business executives.  

Creating Sustainable Organisations


    Organisations are coming under increasing pressure from various stakeholders to manage their positive and negative impacts with clear responsibility and strategic intent.  Responsible and sustainable organisations are re-engaging at the level of purpose and re-thinking their role in wider society and for human betterment.

    This module reminds you of the major sustainability challenges facing organisations and explores how the most progressive ones are responding in-terms of leadership and strategy, mind-set, structure, supply chain collaborations, environmental and social impact and managing change.  It will engage you in gaining a better understanding of how organisational action can be best configured to promote a responsible and sustainable mission. In doing so, it will demand you to reflect on the long-standing debates concerning the political economy and ethical management practices.


    This module has 5 elements as follows:

    Governance, Strategy and Leadership for Sustainability


    This element explores the business case and different governance regimes and practices associated with organising for corporate sustainability.  It also engages you in different notions about designing strategy and planning its implementation.  All this calls for ethical and authentic leadership from senior executives, which will be a feature of this teaching element.  More specifically, the future skills and knowledge sets for leadership for sustainability will be investigated.


    Key topics include

    • Leading board level corporate governance practices.
    • Sustainability as business strategy.
    • Responsible leadership skills and knowledge for sustainable business.
    • The business case for sustainability.
    • Disclosure of good practice.

    Structure and Process


    This element explores the different structural arrangements organisations put into place for managing sustainability.  The various roles and responsibilities constituted to mobilise these structures will be discussed.  In addition, the integrative capacity of the structures will also be considered. To embed the new structures key business processes and their adaptation for the successful pursuit of corporate responsibility and sustainability will also be considered (e.g. procurement, marketing, H&S processes).

    Key topics include

    • The role of Corporate Responsibility and Sustainability departments.
    • The integration of Health and Safety and Human Resources departments.
    • The role and responsibility of Chief Sustainability Officer.
    • Key business processes for embedding sustainability.

    Sustainable Supply Chain


    This element explores how sustainable supply chains adapt to accommodate greater levels of responsibility and more sustainable goals. The external demand for more sustainable business practice will be discussed in relation to specific and meaningful contexts.  The inevitable future challenges of a pursuit for sustainable consumerism will also be debated.

     Key topics include

    • Sustainable supply chains/management.
    • Sustainability marketing strategies/campaigns.
    • The challenge of sustainable consumerism.


    Partnerships and Stakeholder Engagement

    This element explores the important role of collaborative approaches to addressing corporate responsibility and sustainability challenges.  Collectivism for pursuing positive change will form the focus of this teaching element.  The power of pooling resources and capacity for supporting change, and the challenges of cooperate strategies will be investigated.

    Key topics include

    • The importance of partnering, collaboration and collectivism.
    • Stakeholder theory and employee engagement.
    • The purpose of partnering with business led coalitions.
    • Engaging with unusual partners (e.g. NGO’s).
    • Lobbying and links to government. 


    Culture for Sustainability


    This element explores how to initiative the magnitude of change necessary to create sustainable organisations and endeavour a ‘new normal’ set of conditions.  This amounts to a cultural change process that generates a momentum for positive organisational level change to embed sustainability.  Successful organisational level cultural change creates further momentum for adaptations within the supply chain and wider industrial (ecology) system.


    Key topics include

    • Cultural shift for organisational and systemic industrial change.
    • Capturing hearts and minds.
    • Engaging employees.
    • Social intrapreneurs as agents of change.
    • Initiating a culture change process.
Intended learning outcomes

On successful completion of this module you should be able to:

  1. Critically discuss the role of governance, strategy and leadership in organisational transformations for sustainability.
  2. Evaluate key theories and dominant practices associated with organisation structures and (management) processes for corporate sustainability.
  3. Appraise the needs for supply chain engagement for closed loop business operations.
  4. Contrast the range of collaborative opportunities available to pursue corporate sustainability.
  5. Propose the central features of a cultural change process for embedding sustainability.


Develop The Following Skills:

  1. Reflect on and critique the application of relevant management tools to aid the design of future sustainable businesses.
  2. Prepare collective intellectual positions and critically discuss their merits amongst peers and faculty.
  3. Compose aspects of a process of cultural change for sustainability.

Applied Science and Technology for Environmental Sustainability


    Environmental sustainability is a main board issue.  General managers need to be able to navigate this agenda broadly, and their internal specialist officers, whether in regulatory affairs, sustainability, CSR, risk governance, procurement or finance may need to become intelligent customers for professional advice on environmental matters or experts in their own right.  This module is a postgraduate ‘primer’ for the aspiring general manager.  It seeks to equip you with:

    • The business case for environmental sustainability, as viewed through various lenses including resource security, risk management, regulatory compliance, supply chain management.
    • Case studies and critical reflections that contextualise good environmental governance from various business sectors.
    • An overview of environmental analytics and decision tools (e.g. life cycle analysis, environmental risk assessment, environmental impact assessment, carbon and water foot-printing etc.) that are used increasingly to evidence good environmental performance.
    • A summary of key technologies for the treatment of water, wastewater, waste, soil and air emissions, their general performance characteristics and principles of operation.

    An update of current sustainability paradigms, including design for sustainability, the ‘circular economy’, smarter environmental regulation, sustainable manufacturing and their implications for business.


    This module has four elements as follows:


    The Business Imperative for Environmental Sustainability

    We begin with a discussion on the business case for environmental sustainability.  What has been the history of engagement with the environmental sustainability agenda and why the recent acceleration of emphasis?  Connections to the circular economy, tomorrow’s company and the globalisation agenda will be made in considering the following topics:

    • Trade-off between the bottom line and reputation risk.
    • Proactive environmental management versus the cost and risk associated with passive regulatory compliance.
    • Evolving expectations of shareholders and stakeholders.
    • Optimising long-term impacts of energy, carbon, and waste on business.


    Case Studies

    Next we examine industry sectors and specific businesses that have employed these principles for strategic competitive advantage.  What has their journey been?  What were some of the pinch points and ‘shifts’ that prompted the change?


    Tools and Techniques for Environmental Decision-making

    Corporate commitments to the environment without defensible metrics are no longer credible.  Here we examine some of the principal tools used to secure regulatory approvals, examine whole-life impacts, measure carbon and water footprints, and quantify risk.  Practical in approach, we explore what works in real life, the decision power such tools can offer and the current state of the art.


    Technology Selection and Appraisal

    Pollution prevention and control requires choices over a bewildering array of environmental technologies to minimise wastes, recover materials and energy and treat toxic residuals.  We will walk though some of the established and emerging technologies for pollution prevention, critique and appraise them and discuss the operational requirements.  The aim is to make you as future intelligent customers aware of the right questions to ask when faced with appraising technology recommendations.  A visit to a local materials recovery plant will reinforce the complex and heterogeneous nature of waste and resource management. In particular attention will be given to:

    • The context, causes, definition and approaches to waste management.
    • Technology types and principles.
    • Selection methods and decision-making levels; strategic to operational.
    • Principles of energy recover and carbon cycling.
    • Innovation, trade-offs and sources of information.


    Sustainable Design and Manufacturing

    How do these principles and practices work through in a manufacturing and production environment?  The concepts of design for sustainability and sustainable manufacturing will be considered through worked examples. For example:

    • Discussing the impact and subsequent importance of considered design for the environment.
    • Introduction to the historical context of design for sustainability.
    • Examples of best practise in sustainable design approaches including dematerialisation, design for reuse and repair, design for disassembly and longevity.
    • Facilitating the move from a linear to a circular and regenerative approach to design: whole system design, regenerative models for business and production.


    Sustainable Operations

    Understanding what practices are used in manufacturing operations to reduce resource use and how these can be translated into tactics for eco-efficiency and beyond.  References will be made to improvement methodologies that capture process improvement sequence as well as supporting tools for analysis.

Intended learning outcomes

On successful completion of this module you should be able to:


  1. Recognise the relationships between technology, governance and decision analytics as they relate to the environmental sustainability agenda.
  2. Contextualise these features in businesses that have strong environmental governance, as exemplified by case studies.
  3. Evaluate and select various tools and techniques for technology and strategy appraisal, their advantages, disadvantages and data requirements.
  4. Express the sustainability agenda clearly in business terms.
  5. Engage employees and identify potential change agents and sustainability champions.
  6. Articulate current thinking on environmental technology trends, business analytics that relate to the environment, and the strategic environmental agenda on resource security.
  7. Become an intelligent customer for the above, recognising where this agenda meets corporate strategic objectives.
  8. Be capable in commissioning and reviewing expert environmental advice that can support business decisions.
  9. Synthesise a complex agenda for a variety of stakeholders.
  10. Avoid the risks associated with ‘green wash’ approach to sustainability.

Sustainability in Practice


    This module engages you in a ‘live’ sustainability issue within a client organisation. This organisation will be invited to meet you and given the opportunity to present a management issue focused on a corporate responsibility and sustainability matter at the start of the module.  This client’s challenge will inspire discussion and become the foundation for the problem solving activity you will engage.

    You will work in their learning teams over a 5 day period to generate a viable response (or potential solution) for the client organisation.  In this consulting like operation they will investigate the organisational context and sustainability challenge in depth and discuss potential avenues (and their implementation implications) for its resolution.  Your teams will subsequently produce a design specification for their proposed solution and present it to the client organisation at the end of the week long module.  The in-company assignment is a competitive exercise and a ‘winning’ team, proposing the best solution, will be chosen by the client organisation.

    You will be free to explore the aspects of corporate responsibility and sustainability they feel are most appropriate for the organisation to succeed in its endeavours. 

    This module will allow you to gain a broader and better understanding of how organisational action can be best configured to promote responsible and sustainable business behaviours and strategies.

    This module has three elements as follows:


    Problem Solving for Management Consulting

    This element complements the Management Consulting module and introduces a problem solving process that you will apply to the sustainability challenge presented by the invited company. It will allow you to engage with the intricacies of the problem presented in context and breakdown the task into manageable components.  The outcomes of this process will lead to the design and formulation of potential solution/options for the organisation. Each option will discuss the implications for implementation and include clear deliberations regarding the development of leadership and management skills. 

    Key topics include

    • Problem Solving Process.
    • Design of potential organisational solution options.
    • Implementation issues.
    • Leadership and management skills for sustainability.


    Managing Change

    This element complements the session titled ‘championing change’ in the Creating Sustainable Organisation module. More specifically it explores how the client organisation can begin to engage managers and employees to create momentum for positive organisational level change.

    Key topics include

    • Managing change process.
    • Sustainability organisational maturity.
    • Making a business case and assessing materiality. 
    • Engaging employees.
    • Social entrepreneurs and champions as agents of change.

    Presentation and Communication Skills

    This element explores effective presentation skills/knowledge and technologies for communicating organisational change plans.

    Key topics include

    • Effective use of visualisation technologies.
    • Strategies for communicating key messages.
    Personal impression management
Intended learning outcomes

On successful completion of this module you should be able to:

 Knowledge and Understanding

  • Appraise the importance of the organisational context in addressing real world sustainability challenges.
  • Categorise the range of stakeholders involved in sustainability challenges.
  • Critically discuss the value of organisational responses to sustainability issues.
  • Design and review different options available to organisations when responding to sustainability matters.
  • Assess the importance of the translation activity from designing solutions to planning implementation.


Skills and Other Attributes:

  • Apply relevant tools to imagine and design future sustainable business scenarios.
  • Assemble work in teams, explore/present collective intellectual positions and discuss and review their merits amongst peers.
  • Discuss the key tenants of a design solution or response to address a specified sustainability challenge in live and real context.
  • Propose how to engage potential change agents and sustainability champions.

10.  Plan initial implementation (and change project) activities.  

Fees and funding

European Union students applying for university places in the 2019 to 2020 academic year will still have access to student funding support. Please see the UK Government’s announcement (24 July 2018).

Cranfield University welcomes applications from students from all over the world for our postgraduate programmes. The Home/EU student fees listed continue to apply to EU students.

MSc Full-time £12,000

Fee notes:

  • The fees outlined apply to all students whose initial date of registration falls on or between 1 August 2019 and 31 July 2020.
  • All students pay the tuition fee set by the University for the full duration of their registration period agreed at their initial registration.
  • For self funded students a non-refundable £1,000 deposit is payable on offer acceptances and will be deducted from your overall tuition fee. 
  • Additional fees for extensions to the agreed registration period may be charged.
  • Fee eligibility at the Home/EU rate is determined with reference to UK Government regulations. As a guiding principle, EU nationals (including UK) who are ordinarily resident in the EU pay Home/EU tuition fees, all other students (including those from the Channel Islands and Isle of Man) pay Overseas fees.

MSc Full-time £20,500

Fee notes:

  • The fees outlined apply to all students whose initial date of registration falls on or between 1 August 2019 and 31 July 2020.
  • All students pay the tuition fee set by the University for the full duration of their registration period agreed at their initial registration.
  • For self funded students a non-refundable £1,000 deposit is payable on offer acceptances and will be deducted from your overall tuition fee. 
  • Additional fees for extensions to the agreed registration period may be charged.
  • Fee eligibility at the Home/EU rate is determined with reference to UK Government regulations. As a guiding principle, EU nationals (including UK) who are ordinarily resident in the EU pay Home/EU tuition fees, all other students (including those from the Channel Islands and Isle of Man) pay Overseas fees.

Funding Opportunities

Specific funding opportunities for this course

Cranfield Scholarships

We have a number of Cranfield Scholarships available for UK/EU candidates. These are awarded at the course director's discretion and are based on merit as well as considerations of financial need. If you would like to be considered for a scholarship, please indicate so in in the financial details section of your application.

The Spotcap Fintech Fellowship

The Spotcap Fintech Fellowship is worth £8,000 for UK students pursuing a postgraduate degree in study related to financial technology.

Additional scholarships and bursaries

To help students find and secure appropriate funding we have collated details of a range of scholarships and bursaries available which contribute towards fees and/or living costs for graduates applying for full-time Masters courses in business and management.

Find out more

Entry requirements

We welcome applications from talented candidates of all backgrounds and each application is considered on its individual merit. Usually candidates must hold either a:

  • first or a second class UK honours degree in a relevant discipline, or
  • international degree - equivalent of UK qualifications.

Candidates who do not meet these criteria may be considered if they have a professional qualification (e.g. CIMA, ACA, ACCA) together with 5 years' post-qualification relevant work experience. Other relevant qualifications, together with significant experience, may be considered.

We accept a range of qualifications from different countries – learn more about international entry requirements.

If you are currently studying at a Chinese university, please view our specific entry requirements for further study at Cranfield School of Management.

English Language

If you are an international student you will need to provide evidence that you have achieved a satisfactory test result in an English qualification. Our minimum requirements are as follows:

IELTS - 6.5 overall and 6.5 in the writing component

TOEFL - 92 and a writing score 21

Pearson PTE Academic - 65

Cambridge English Scale - 180

Cambridge English: Advanced - C

Cambridge English: Proficiency - C

Trinity College London Integrated Skills in English III - pass

In addition to these minimum scores you are also expected to achieve a balanced score across all elements of the test. We reserve the right to reject any test score if any one element of the test score is too low.

We can only accept tests taken within two years of your registration date (with the exception of Cambridge English tests which have no expiry date).

Students requiring a Tier 4 (General) visa must ensure they can meet the English language requirements set out by UK Visas and Immigration (UKVI) and we recommend booking a IELTS for UKVI test.

Applicants who do not already meet the English language entry requirement for their chosen Cranfield course can apply to attend one of our Presessional English for Academic Purposes (EAP) courses. We offer Winter/Spring and Summer programmes each year to offer holders.

Your career

95% of School of Management students were employed within 3 months of graduation*.

At Cranfield you will receive support to help you plan an effective career strategy, whether you are looking to secure your first role in corporate sustainability, or wanting to take your career to the next level. The Cranfield Career Development Service will help you to plan your personal and professional development and provide you with lifelong career management skills.

Last year's Management and Corporate Sustainability MSc graduates secured jobs with a diverse range of companies including Coca-Cola Enterprises, Heineken, USB Asset Management and SIRE Life Sciences.

*based on those students for whom we hold data, across all School of Management full-time master's courses (2015/16 cohort).

How to apply

Our students do not always fit traditional academic or career paths. We consider this to be a positive aspect of diversity, not a hurdle. We are looking for a body of professional learners who have a wide range of experiences to share. If you are unsure of your suitability for our Management and Corporate Sustainability MSc programme we are happy to review your details and give you feedback before you make a formal application.

To apply you will need to register to use our online system. Once you have set up an account you will be able to create, save and amend your application form before submitting it.

Application deadlines

There is a high demand for places on our courses and we recommend you submit your application as early as possible. The following application deadlines apply for entry to the course in September 2019.

  • Applicants domiciled in mainland China must submit their applications by 30 April 2019
  • Applicants from all other international students requiring a visa to study in the UK must submit their application by 30 June 2019
  • There is no application deadline for Home/EU applicants, but places are limited so we recommend you submit your application as early as possible

Once your online application has been submitted together with your supporting documentation, it will be processed by our admissions team. You will then be advised by email if you are successful, unsuccessful, or whether the course director would like to interview you before a decision is made. Applicants based outside of the UK may be interviewed either by telephone or video conference.