I am grateful that I had the opportunity to share the framework of “𝐈𝐧𝐭𝐞𝐠𝐫𝐚𝐭𝐞𝐝 𝐁𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐒𝐞𝐧𝐬𝐢𝐧𝐠 (𝐢𝐁𝐬𝐢𝐧𝐠)” at the 17th 𝒎𝒂𝒓𝒄𝒖𝒔 𝒆𝒗𝒂𝒏𝒔 S&OP conference and the 5th 𝑪𝑺𝑪𝑴𝑷 Europe conference last week.
Many companies have been challenged recently with complex external business issues such as 𝓰𝓵𝓸𝓫𝓪𝓵 𝓻𝓪𝔀 𝓶𝓪𝓽𝓮𝓻𝓲𝓪𝓵 𝓸𝓻 𝓬𝓸𝓶𝓹𝓸𝓷𝓮𝓷𝓽 𝓼𝓱𝓸𝓻𝓽𝓪𝓰𝓮𝓼. Remaining too long in this chaotic state is stressful for the employees and damaging for the organisation. 𝓗𝓸𝔀 𝓽𝓸 𝓰𝓮𝓽 𝓸𝓾𝓽 𝓸𝓯 𝓬𝓱𝓪𝓸𝓼 𝓫𝓪𝓬𝓴 𝓲𝓷𝓽𝓸 𝓸𝓻𝓭𝓮𝓻?
Based on the 𝑪𝒚𝒏𝒆𝒇𝒊𝒏 framework (developed by Dave Snowden), I shared ways to leverage the Integrated Business Planning (IBP) process combined with the iBsing framework to stabilize the business.
✰ A 𝒔𝒕𝒓𝒐𝒏𝒈 𝑶𝒑𝒆𝒓𝒂𝒕𝒊𝒏𝒈 𝒔𝒚𝒔𝒕𝒆𝒎 in a stable and 𝓬𝓵𝓮𝓪𝓻 context (=with straightforward cause and effect relationships) adds value by enabling best practice solutions to challenges and automatization of activities, driving 𝒐𝒓𝒈𝒂𝒏𝒊𝒔𝒂𝒕𝒊𝒐𝒏𝒂𝒍 𝒆𝒇𝒇𝒊𝒄𝒊𝒆𝒏𝒄𝒚.
✰ 𝓒𝓸𝓶𝓹𝓵𝓲𝓬𝓪𝓽𝓮𝓭 business challenges with several potential good solutions require expertise. The Integrated Business Planning (𝑰𝑩𝑷) process enabled by strong IBP system capabilities (E2E transparency, scenario planning, concurrent planning, digital twins, etc.) and investment into 𝒑𝒆𝒐𝒑𝒍𝒆 𝒄𝒐𝒎𝒑𝒆𝒕𝒆𝒏𝒄𝒊𝒆𝒔 facilitate appropriate decisions and responses.
✰ To avoid 𝓬𝓸𝓷𝓯𝓾𝓼𝓲𝓸𝓷, it is always critical to take a 𝐡𝐞𝐥𝐢𝐜𝐨𝐩𝐭𝐞𝐫 𝐩𝐞𝐫𝐬𝐩𝐞𝐜𝐭𝐢𝐯𝐞 to find out if current business 𝐚𝐜𝐭𝐢𝐯𝐢𝐭𝐢𝐞𝐬 are still aligned with today’s 𝐜𝐨𝐧𝐭𝐞𝐱𝐭. There is a huge risk to continue “business as usual” in the case of emergency. Allocation by decibel, stockpiling, shortcutting quality and compliance for qualification of new products or suppliers could indicate a shift from the clear domain into the chaotic domain via (what is called in Cynefin) the “catastrophic fold”.
✰ The nine 𝒊𝑩𝒔𝒊𝒏𝒈 𝒆𝒏𝒂𝒃𝒍𝒆𝒓𝒔 (Sense-Making, Identity, Artful Participation, Conflict Resolution, Communication, Decision-Making, Organisational Alignment, Execution, Learning) require continuous 𝐩𝐫𝐚𝐜𝐭𝐢𝐜𝐞 and will prepare an organisation for 𝓬𝓸𝓶𝓹𝓵𝓮𝔁 business challenges.
✰ In the case of 𝓬𝓱𝓪𝓸𝓼, it is recommended to follow the “Assess – Adapt – Exapt – Transcend” approach outlined in the Cynefin field guide (links in comments).
𝐏𝐥𝐞𝐚𝐬𝐞 𝐜𝐨𝐧𝐭𝐚𝐜𝐭 𝐦𝐞 for an informal conversation if you are 𝐢𝐦𝐩𝐥𝐞𝐦𝐞𝐧𝐭𝐢𝐧𝐠 𝐨𝐫 𝐞𝐧𝐡𝐚𝐧𝐜𝐢𝐧𝐠 𝐒&𝐎𝐏/𝐒&𝐎𝐄 and you would like to get my input and an external perspective. With little investment huge improvements in team engagement and organisational performance will be achieved.