This new white paper, based on the authors’ experiences, is written through the perspective of chief financial officers (CFO). It explains how – and why – Integrated Business Planning (IBP) transforms the role of the CFO.

The authors describe how a transition from finance custodian to trusted advisor occurs, including the skill sets that are developed and the enabling behaviors. They also explain the role of functional copilot in the IBP process.

“The nature of an IBP process requires being approximately right rather than precisely wrong. It also requires focus well beyond the current quarter’s results,” the authors state. “These are big mental hurdles to overcome for people trained to be detailed, exacting, and fact based.”

The authors present a case study that demonstrates, through the CFO’s eyes, the role of the finance team in the IBP process. The case study also describes the role of the finance team in creating scenarios for refining and validating the annual plan.

This new white paper presents three case examples of using scenario planning to aid in executive decision making. Each case illustrates how the scenarios gave business leaders the information they needed to confidently make decisions. The scenarios helped the executive teams to agree upon the decisions and the expected outcomes of those decisions. Each case example also provides details on the outcomes and financial benefits realized from the decisions.

Author Timm Reiher makes key points about scenario planning after each case example. In doing so, he identifies the fundamentals of scenario planning. He also observes how many companies incorporate scenario planning into their Integrated Business Planning processes. “It is a perfect venue, as Integrated Business Planning involves updating plans – and scenarios – every month for executive review,” Reiher states. “The case examples highlight how scenario planning takes away the fear of the unknown. It keeps executives from flying blind when making decisions,” Reiher says.

Pre-Webinar Survey Results to: Approaches to Education and Training – Turn Human Capital Into an Enduring Competitive Advantage

This new white paper details Robert Hirschey’s experience in working with companies to develop education as a strategic advantage. Hirschey has worked as an executive at both the operating and strategic levels.

Author Robert Hirschey details his experience with companies that view education a top priority and investment. In doing so, they turn human capital into an enduring source of competitive advantage.

Hirschey presents an education model, the Oliver Wight Proven Path, which has been used successfully for more than 40 years in business process transformation and improvement. He provides guidance on choosing an optimal blend of public and private courses, coaching, and internal education. The pro’s and con’s of each approach are detailed.

A Bow Wave alone demonstrates that the Supply Team has lost the ability to plan and control their supply chain with realistic expectations. A Hockey Stick phenomenon alone demonstrates an executive team is out of control managing the financial plan of the company within expectations. When both Bow Wave and Hockey Stick occur the outcome can be disastrous for the company and careers. This paper discusses these phenomenons, how to avoid them, and what to do if you encounter both at the same time.

Pre-webinar survey results of the May 2017 supply planning webinar.

Webinar on how to gain commitment from your executives to tackle Integrated Business Planning (IBP).

This white paper details Robert Hirschey’s experience in using aggregate planning to keep executives “out of the weeds” and focused on the “big picture.” Hirschey has worked as an executive at both the operating and strategic levels.

When the executive mindset and skills for aggregate planning are lacking, company leaders experience detail dysfunction. They lose sight of the “big picture.”

Hirschey describes how to use multiple-level planning to combat detail dysfunction. He explains the fundamentals of aggregate planning and the role of Integrated Business Planning in performing aggregate planning.

Multiple-level planning helps to ensure the right people make decisions at the right level. Ultimately the decisions made at the strategic and tactical levels should drive what is made and sold at the execution level.

“Execution should not drive strategy and tactics. Strategy and tactics should drive execution, but all three need to be tied together,” Hirschey writes.

New white paper explains how middle market companies are developing financial discipline and managing and sustaining the right growth. It’s a proven process that is not reserved for only big companies. Oliver Wight’s Eric Deutsch and Aditya Sobti share insights on how to get started.

Survey Results of IBP for Middle Market Enterprise Webinar

This white paper tells the story of one company that links Demand Management to strategy via its Integrated Business Planning process – and one company that does not. The white paper contrasts the financial performance of the two companies. It also contrasts the culture and quality of work life in the companies. The white paper describes three key areas that require competence in linking demand management to strategy: 1) develop a continuous communication culture, 2) drive decisions to the right level, and 3) tell the story quickly. It also shows how the structure of the Demand Review changes when companies link strategy to Demand Management.

Can a modern Integrated Business Planning process actually engage with the Millennial workforce? Well beyond S&OP, a Class A modern IBP process can guide an organization into a behaviorally led successful arena. In this white paper, Leon Dixon discusses the Integrated Business Planning process and how it can close the gap between internal communication and technology disconnect in today’s modern workforce.