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.

Results of the pre-webinar survey for the May 15 Aggregate Planning webinar by Bob Hirschey

Pre-webinar survey

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.

Over 40 people were surveyed from the March 28, 2017 webinar "Want to Execute Your Strategy and Improve Financial Performance? Focus on Demand Management." These are the results of that survey.

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.

To ensure companies achieve the greatest value from their IBP process, the Product Management Review must be effectively integrated with the Demand Review. This, in turn, requires a disciplined Product Portfolio and Project Management planning process that includes the creation of a New Product Master Plan. In this new White Paper, Oliver Wight’s Timm Reiher and Jerry Shanahan outline key concepts behind Product Portfolio and Project Management as part of an IBP process.

Responses of the recent survey of over 50 registrants of the Integrated Product Portfolio and Project Management Webinar.