The Future of Analytics in Integrated Business Planning

According to Wikipedia, prescriptive analysis is – after descriptive and predictive analysis -the third and final stage of business analytics. Gartner plots prescriptive analysis as the final and most difficult stage of data analytics. This article will draw an analogy with the mapping and car industry to suggest that prescriptive analysis as an opportunity to support Integrated Business Planning (IBP) and business optimization, is not … Continue reading The Future of Analytics in Integrated Business Planning

The rise and fall of S&OP

There is no doubt that over the years, Sales & Operations Planning (S&OP) has brought companies around the world many valuable business improvements. This article argues that after existing for over 30 years, the development of S&OP as an end to end business management process method has come to a standstill. This standstill is threatening the very existence of S&OP. The only way to further … Continue reading The rise and fall of S&OP

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

How to find gold in Big Data

A CFO I worked for once famously said; ‘give me the golden nugget, don’t give me all the dirt’. What he meant is that although he knew the finance communicate navigates its way every month through a lot of data, he was only interested in key insights. Presented in an understandable way, without too many numbers please. Makes sense doesn’t it? Well not when we … Continue reading How to find gold in Big Data

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