Integrated Business Planning in Developing Markets
Oliver Wight has released a new white paper which discusses how to manage volatility in developing markets to deliver strategic success.
Get Rhythm: The Operating Cadence of Integrated Business Planning – Frequently Asked Questions
When Integrated Business Planning does not yield the expected results, look at the schedule and cadence of the process.
In this new white paper, Eric Deutsch and Timm Reiher answer frequently asked questions about the cadence of IBP.
After reading this white paper, you will be able to assess the rhythm of your IBP process and whether improvements are needed.
If your company is just starting to operate IBP, you will know the cadence pitfalls to avoid in designing the IBP process.
Boost Performance – Connect Strategy and Execution Through Integrated Business Planning
Learn how companies are using Integrated Business Planning to connect strategy to execution. And boost operating margins in the process.
In this white paper, authors Peter Alle and Todd Ferguson show how to connect strategy and execution in IBP.
They also share results that show Oliver Wight clients significantly outperform their peers in increasing operating margins over a five-year period.
How to Get Do-It-Yourself Implementations of Integrated Business Planning Back on Track
Crystal Lee recalls the day a professional friend asked for help. “Our CEO is losing patience,” he told her.
If you’re frustrated with your company’s Integrated Business Planning (IBP) process, download this new white paper from Oliver Wight.
Lee outlines a recovery approach that has been used successfully to get IBP implementations back on track.
IBP implementations do not have to fail. They can be resurrected, Lee writes.
Why Annual Planning Should Be a Significant Non-Event: Tapping the Power of IBP
With today’s frequency and magnitude of change in the global marketplace, you need to be as effective and efficient in your annual planning processes. For optimum performance, the operating plan needs to be based upon current reality and adjusted as realities change. IBP is a rolling, replanning process that continuously updates the operating plan providing the most credible current picture that takes the drudgery out of the annual planning process.
Don’t Fall For Fake News – A Buyer’s Guide to IBP
All around the world we are noticing a worrying trend: people being sold Integrated Business Planning (IBP) when what is delivered is simply traditional S&OP under a different name. This white paper explains how IBP is so much more than just a supply chain process. IBP doesn’t just facilitate business improvement, it helps create transformation. Here are some guidelines to help make sure you get the most out of your IBP process and know what to ask for.
Roughly Right or Precisely Wrong? Insights on Decision Making
What is your decision style…and your management team’s approach to decision making?
This white paper will challenge you to rethink how decisions are made in your company. It presents:
• The characteristics of a precisely wrong decision-making methodology
• What a roughly right decision-making methodology looks like
• Case examples of both types of decision-making approaches
Which is best? Roughly right or precisely wrong? You decide.
The Role of Finance in IBP Process
A new white paper from Oliver Wight Americas tells how a mature Integrated Business Planning (IBP) process stimulates the Finance organization to evolve as well.
Read this white paper to learn:
· Why the Finance organization is increasingly valued for its analysis of the optimal ways to deploy strategy.
· How the Finance organization evaluates options for dealing with the uncertainty of forward-looking plans.
· How the management team uses this input to compare scenarios to the base plan – and develop contingency plans as needed.
Functional Transformation: IBP Through the Eyes of the CFO
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.
Aggregate Planning: How to Overcome the Mindset and Perils of Detail Dysfunction
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