How to get out of chaos back into order?

14. June 2021

I am grateful that I had the opportunity to share the framework of โ€œ๐ˆ๐ง๐ญ๐ž๐ ๐ซ๐š๐ญ๐ž๐ ๐๐ฎ๐ฌ๐ข๐ง๐ž๐ฌ๐ฌ ๐’๐ž๐ง๐ฌ๐ข๐ง๐  (๐ข๐๐ฌ๐ข๐ง๐ )โ€ at the 17th ๐’Ž๐’‚๐’“๐’„๐’–๐’” ๐’†๐’—๐’‚๐’๐’” S&OP conference and the 5th ๐‘ช๐‘บ๐‘ช๐‘ด๐‘ท Europe conference last week.

Many companies have been challenged recently with complex external business issues such as ๐“ฐ๐“ต๐“ธ๐“ซ๐“ช๐“ต ๐“ป๐“ช๐”€ ๐“ถ๐“ช๐“ฝ๐“ฎ๐“ป๐“ฒ๐“ช๐“ต ๐“ธ๐“ป ๐“ฌ๐“ธ๐“ถ๐“น๐“ธ๐“ท๐“ฎ๐“ท๐“ฝ ๐“ผ๐“ฑ๐“ธ๐“ป๐“ฝ๐“ช๐“ฐ๐“ฎ๐“ผ. Remaining too long in this chaotic state is stressful for the employees and damaging for the organisation. ๐“—๐“ธ๐”€ ๐“ฝ๐“ธ ๐“ฐ๐“ฎ๐“ฝ ๐“ธ๐“พ๐“ฝ ๐“ธ๐“ฏ ๐“ฌ๐“ฑ๐“ช๐“ธ๐“ผ ๐“ซ๐“ช๐“ฌ๐“ด ๐“ฒ๐“ท๐“ฝ๐“ธ ๐“ธ๐“ป๐“ญ๐“ฎ๐“ป?

Based on the ๐‘ช๐’š๐’๐’†๐’‡๐’Š๐’ framework (developed byย Dave Snowden), I shared ways to leverage the Integrated Business Planning (IBP) process combined with the iBsing framework to stabilize the business.

๐Š๐ž๐ฒ ๐ฉ๐จ๐ข๐ง๐ญ๐ฌ:
โœฐ A ๐’”๐’•๐’“๐’๐’๐’ˆ ๐‘ถ๐’‘๐’†๐’“๐’‚๐’•๐’Š๐’๐’ˆ ๐’”๐’š๐’”๐’•๐’†๐’Ž in a stable and ๐“ฌ๐“ต๐“ฎ๐“ช๐“ป context (=with straightforward cause and effect relationships) adds value by enabling best practice solutions to challenges and automatization of activities, driving ๐’๐’“๐’ˆ๐’‚๐’๐’Š๐’”๐’‚๐’•๐’Š๐’๐’๐’‚๐’ ๐’†๐’‡๐’‡๐’Š๐’„๐’Š๐’†๐’๐’„๐’š.
โœฐ ๐“’๐“ธ๐“ถ๐“น๐“ต๐“ฒ๐“ฌ๐“ช๐“ฝ๐“ฎ๐“ญ business challenges with several potential good solutions require expertise. The Integrated Business Planning (๐‘ฐ๐‘ฉ๐‘ท) process enabled by strong IBP system capabilities (E2E transparency, scenario planning, concurrent planning, digital twins, etc.) and investment into ๐’‘๐’†๐’๐’‘๐’๐’† ๐’„๐’๐’Ž๐’‘๐’†๐’•๐’†๐’๐’„๐’Š๐’†๐’” facilitate appropriate decisions and responses.
โœฐ To avoid ๐“ฌ๐“ธ๐“ท๐“ฏ๐“พ๐“ผ๐“ฒ๐“ธ๐“ท, it is always critical to take a ๐ก๐ž๐ฅ๐ข๐œ๐จ๐ฉ๐ญ๐ž๐ซ ๐ฉ๐ž๐ซ๐ฌ๐ฉ๐ž๐œ๐ญ๐ข๐ฏ๐ž to find out if current business ๐š๐œ๐ญ๐ข๐ฏ๐ข๐ญ๐ข๐ž๐ฌ are still aligned with todayโ€™s ๐œ๐จ๐ง๐ญ๐ž๐ฑ๐ญ. There is a huge risk to continue โ€œbusiness as usualโ€ 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 โ€œcatastrophic foldโ€.
โœฐ The nine ๐’Š๐‘ฉ๐’”๐’Š๐’๐’ˆ ๐’†๐’๐’‚๐’ƒ๐’๐’†๐’“๐’” (Sense-Making, Identity, Artful Participation, Conflict Resolution, Communication, Decision-Making, Organisational Alignment, Execution, Learning) require continuous ๐ฉ๐ซ๐š๐œ๐ญ๐ข๐œ๐ž and will prepare an organisation for ๐“ฌ๐“ธ๐“ถ๐“น๐“ต๐“ฎ๐” business challenges.
โœฐ In the case of ๐“ฌ๐“ฑ๐“ช๐“ธ๐“ผ, it is recommended to follow the โ€œAssess โ€“ Adapt โ€“ Exapt โ€“ Transcendโ€ approach outlined in the Cynefin field guide (links in comments).

๐๐ฅ๐ž๐š๐ฌ๐ž ๐œ๐จ๐ง๐ญ๐š๐œ๐ญ ๐ฆ๐ž for an informal conversation if you are ๐ข๐ฆ๐ฉ๐ฅ๐ž๐ฆ๐ž๐ง๐ญ๐ข๐ง๐  ๐จ๐ซ ๐ž๐ง๐ก๐š๐ง๐œ๐ข๐ง๐  ๐’&๐Ž๐/๐’&๐Ž๐„ 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.


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