How to bridge the Strategy to Execution gap

A business strategy is only as good as its execution. Still many businesses struggle to periodically align their strategy with their annual plans, performance and appraisal settings and execution. This contributes to a lack of employee engagement in strategy and a low success rate of strategy execution, which have been well documented over the years. To overcome the strategy to execution gap, executives may choose … Continue reading How to bridge the Strategy to Execution gap

Leading in changing and sustaining S&OP

As a follow up from my last blog on the right brain chasm in supply chain and S&OP, you can find here my presentation on  Changing & sustaining S&OP from the March 2013 Australian S&OP conference. A quick  guide to go with this presentation. The biggest change required for proper S&OP or in general for agile decision making is horizontal thinking. Information never sits in one function, … Continue reading Leading in changing and sustaining S&OP

Global S&OP: Leadership, Change management, Behavior & Cross-Cultural Differences

It must be one of the longest article titles in the history of the Journal of Business Forecasting but I’m pleased that my article has finally been published. It is even the leading article, lucky me. The article is actually a combination of 4 blogs I wrote about 1.5 years ago on the impact of company culture on S&OP. You can find those here I first wrote … Continue reading Global S&OP: Leadership, Change management, Behavior & Cross-Cultural Differences

The impact of company culture on IBP part IV: Geography 1

Globalization is pushing companies to plan and operate more and more across the borders of their country of origin. This will also have an impact on IBP processes. IBP stakeholders have to overcome an increasing set of social and cultural differences in their IBP meetings to handle different perspectives, disagreements and come to consensus. To handle this, IBP leaders have to be aware of cultural … Continue reading The impact of company culture on IBP part IV: Geography 1

The hard and soft benefits of IBP

Most people who are working on IBP can sum up the goals they’re trying to achieve with this process. Those goals usually are defined in their KPI’s and linked to their performance program. These goals and KPI’s are the hard benefits of IBP. Amongst these hard factual goals or benefits of IBP are improved: – Working capital – Forecast accuracy – Customer service levels – … Continue reading The hard and soft benefits of IBP

The impact of company culture on IBP part III: Sustain IBP

In my recent survey on Sales and Operations Planning (S&OP); the S&OP pulse check 2010, survey participants that had implemented S&OP for longer then 5 years showed higher satisfaction in the S&OP process. More important, they showed higher satisfaction in the value that S&OP creates for their functional area and the business. Higher satisfaction often means higher engagement, more effective decision making, which will drive … Continue reading The impact of company culture on IBP part III: Sustain IBP

The impact of company culture on IBP part II: Change

Implementing Integrated Business Planning (IBP) processes may challenge many existing values and behaviours in a company. For IBP to be effective a set of behaviours  are required. Some important behaviours are: 1. Group thinking: take a holistic business view rather then functional or silo view. 2. Feedback: the ability to provide and receive open and honest feedback on IBP effectiveness. 3. Collaboration: open and honest … Continue reading The impact of company culture on IBP part II: Change