Financial Reconciliation in S&OP


โ€œWhen we give ourselves permission to failโ€ฆwe at the same time, give ourselves permission to excel.โ€ (Eloise Ristad) In yesterdayโ€™s iBsing pioneers call we discussed the ๐Ÿ๐ข๐ง๐š๐ง๐œ๐ข๐š๐ฅ ๐ซ๐ž๐œ๐จ๐ง๐œ๐ข๐ฅ๐ข๐š๐ญ๐ข๐จ๐ง ๐ข๐ง ๐’&๐Ž๐ between commercial and operations. Here some highlights from our discussion. ๐“๐ž๐œ๐ก๐ง๐ข๐œ๐š๐ฅ ๐‚๐ก๐š๐ฅ๐ฅ๐ž๐ง๐ ๐ž๐ฌ: ๐‘ซ๐’‚๐’•๐’‚: must be comparable, units of measure need to be clear, average selling […] more

It’s a magical moment in S&OP…


…when the right person is taking the right decision at the right time! In 97% of the cases, employees are not satisfied with organisational decision-making. That is the surprising result after 40 interviews with Supply Chain professionals at different levels in the organisation from 10 different companies. A strong S&OP / S&OE can be the […] more

Evolutionary decision-making is driving engagement and performance!


97%ย of business tensionsย are related toย suboptimal decision-making[1] ย This is due to many organisations relying solely on anย analytical decision-makingย approach, which may work well in orderly and highly predictable environments, but not so well in a more complex business landscape. iBsing leverages existing business processes and business transformation initiatives to embedย evolutionary decision-makingย into the organisation Aย direct way toย short and […] more

Human skills – learning by doing!?


In yesterdayโ€™s iBsing pioneers call we focused on decision-making in S&OP. The decision-making process can be described in 5 steps: 1. ๐ˆ๐ง๐ข๐ญ๐ข๐š๐ญ๐ž ๐‚๐ก๐š๐ง๐ ๐ž โ€“ typically the change is triggered by a โ€œtensionโ€, when the current perception of the business situation is not aligned with the expectation. We talk about the โ€œHuman Sensor Networkโ€, because each […] more

The human sensor network is the most under-utilized business asset


Humans have the gift to feel ๐ญ๐ž๐ง๐ฌ๐ข๐จ๐ง๐ฌ between the personal perception of a current business situation and the personal expectation of the same situation. Employees in an organisation can be regarded as โ€œ๐ก๐ฎ๐ฆ๐š๐ง ๐ฌ๐ž๐ง๐ฌ๐จ๐ซ ๐ง๐ž๐ญ๐ฐ๐จ๐ซ๐ค (๐‡๐’๐)โ€ responding to business triggers. The HSN is an underutilized web with huge potential to drive in your organisation ๐š๐ ๐ข๐ฅ๐ž […] more

Don’t develop other people – develop the organisation!


Where to start with behavioural ๐’Š๐’Ž๐’‘๐’“๐’๐’—๐’†๐’Ž๐’†๐’๐’•? โ˜ž Personal Development? โ˜ž Organisational Development? In my view, the catch is the ๐’‚๐’„๐’„๐’๐’–๐’๐’•๐’‚๐’ƒ๐’Š๐’๐’Š๐’•๐’š. Whilst the organisational leadership team is accountable for organisational development, each ๐’Š๐’๐’…๐’Š๐’—๐’Š๐’…๐’–๐’‚๐’ ๐’†๐’Ž๐’‘๐’๐’๐’š๐’†๐’† is accountable for the own personal development. As an organisational leader, you can work on organisational development, you can work on your […] more

What happened with your S&OP?


Sometimes the initial ๐‘บ&๐‘ถ๐‘ท ๐‘ฝ๐’Š๐’”๐’Š๐’๐’ and the ๐‘บ&๐‘ถ๐‘ท ๐’“๐’†๐’‚๐’๐’Š๐’•๐’š look quite different! In the 21st iBsing pioneers discussion S&OP/IBP practitioners from different industries investigated the key reasons for the ๐’…๐’†๐’„๐’‚๐’š ๐’๐’‡ ๐‘บ&๐‘ถ๐‘ท. The list is long! Three Top tips to make your process sustainable arising from the session: 1. Secure top ๐’๐’†๐’‚๐’…๐’†๐’“๐’”๐’‰๐’Š๐’‘ ๐’Š๐’๐’—๐’๐’๐’—๐’†๐’Ž๐’†๐’๐’• 2. Clear […] more

About bicycles and supply chain planning solutions…


Why walk a long distance, when you can ride a bicycle? Why run S&OP in Excel, when we can use better tools? The ๐›๐ข๐œ๐ฒ๐œ๐ฅ๐ž is a brilliant human invention, of which we can make the most if weโ€ฆ โ‡จunderstand the requirements โ‡จselect the appropriate one โ‡จlearn how to ride it โ‡จkeep on improving our fitness […] more

Supply Chain – the most exciting function in the business!


โ€ฆand not to forget: Supply Chain professionals know a lot about ๐๐„๐Ž๐๐‹๐„, because they areโ€ฆ – connecting departments, – communicating at all levels of the organisation, – resolving issues in a fact based manner. Do your S&OP-, S&OE-, and IBP-processes already drive maximum ๐ญ๐ž๐š๐ฆ ๐ž๐ง๐ ๐š๐ ๐ž๐ฆ๐ž๐ง๐ญ and ๐จ๐ซ๐ ๐š๐ง๐ข๐ฌ๐š๐ญ๐ข๐จ๐ง๐š๐ฅ ๐ฉ๐ž๐ซ๐Ÿ๐จ๐ซ๐ฆ๐š๐ง๐œ๐ž? LinkedIn Post more

Remaining proactive towards year-end


What can we do to avoid a shift from a ๐ฉ๐ซ๐จ๐š๐œ๐ญ๐ข๐ฏ๐ž S&OP to ๐ซ๐ž๐š๐œ๐ญ๐ข๐ฏ๐ž S&OP towards the second half of the year? I am curious about your experience and suggestions! The ๐ญ๐จ๐ฉ 5 ๐ข๐๐ฌ๐ข๐ง๐  ๐ฌ๐ฎ๐ ๐ ๐ž๐ฌ๐ญ๐ข๐จ๐ง๐ฌ to achieve the financial targets 2021 whilst remaining proactive and focused on the organisational purpose:   ๐Ÿ˜ฑ ๐‚๐ฎ๐ฌ๐ญ๐จ๐ฆ๐ž๐ซ ๐ฌ๐ž๐ซ๐ฏ๐ข๐œ๐ž issues […] more

It’s hard to control the soft side of business!


๐๐ž๐จ๐ฉ๐ฅ๐ž ๐ฉ๐จ๐ญ๐ž๐ง๐ญ๐ข๐š๐ฅ โ€œ๐˜—๐˜ฆ๐˜ฐ๐˜ฑ๐˜ญ๐˜ฆ ๐˜ข๐˜ณ๐˜ฆ ๐˜ฃ๐˜ฐ๐˜ณ๐˜ฏ ๐˜ธ๐˜ช๐˜ต๐˜ฉ ๐˜ช๐˜ฏ๐˜ต๐˜ณ๐˜ช๐˜ฏ๐˜ด๐˜ช๐˜ค ๐˜ฎ๐˜ฐ๐˜ต๐˜ช๐˜ท๐˜ข๐˜ต๐˜ช๐˜ฐ๐˜ฏ, ๐˜ด๐˜ฆ๐˜ญ๐˜ง-๐˜ฆ๐˜ด๐˜ต๐˜ฆ๐˜ฆ๐˜ฎ, ๐˜ฅ๐˜ช๐˜จ๐˜ฏ๐˜ช๐˜ต๐˜บ, ๐˜ค๐˜ถ๐˜ณ๐˜ช๐˜ฐ๐˜ด๐˜ช๐˜ต๐˜บ ๐˜ต๐˜ฐ ๐˜ญ๐˜ฆ๐˜ข๐˜ณ๐˜ฏ, ๐˜ซ๐˜ฐ๐˜บ ๐˜ช๐˜ฏ ๐˜ญ๐˜ฆ๐˜ข๐˜ณ๐˜ฏ๐˜ช๐˜ฏ๐˜จ.โ€ (W. Edwards Deming, American Engineer, Statistician, Professor) ๐‘๐ž๐š๐ฅ๐ข๐ญ๐ฒ โ€œ๐˜’๐˜ท๐˜ฆ ๐˜ด๐˜ฆ๐˜ฆ๐˜ฏ ๐˜ต๐˜ฉ๐˜ข๐˜ต ๐˜ต๐˜ฉ๐˜ฆ๐˜ด๐˜ฆ ๐˜ฐ๐˜ณ๐˜จ๐˜ข๐˜ฏ๐˜ช๐˜ป๐˜ข๐˜ต๐˜ช๐˜ฐ๐˜ฏ๐˜ข๐˜ญ ๐˜ฅ๐˜ช๐˜ด๐˜ฆ๐˜ข๐˜ด๐˜ฆ๐˜ด ๐˜ข๐˜ณ๐˜ฆ ๐˜ข๐˜ด ๐˜ง๐˜ฐ๐˜ญ๐˜ญ๐˜ฐ๐˜ธ๐˜ด: ๐˜ˆ “๐˜ธ๐˜ฉ๐˜ข๐˜ต’๐˜ด ๐˜ช๐˜ฏ ๐˜ช๐˜ต ๐˜ง๐˜ฐ๐˜ณ ๐˜ฎ๐˜ฆ?” ๐˜ญ๐˜ช๐˜ฏ๐˜ฆ ๐˜ฐ๐˜ง ๐˜ต๐˜ฉ๐˜ช๐˜ฏ๐˜ฌ๐˜ช๐˜ฏ๐˜จ, ๐˜ฃ๐˜ญ๐˜ข๐˜ฎ๐˜ฆ-๐˜จ๐˜ข๐˜ฎ๐˜ฆ ๐˜ฑ๐˜ฐ๐˜ด๐˜ต๐˜ถ๐˜ณ๐˜ช๐˜ฏ๐˜จ, ๐˜ฎ๐˜ช๐˜ค๐˜ณ๐˜ฐ๐˜ฎ๐˜ข๐˜ฏ๐˜ข๐˜จ๐˜ฆ๐˜ฎ๐˜ฆ๐˜ฏ๐˜ตโ€ (Mark Samuel, CEO, Author)How can organisations fully leverage the people […] more

A story about “entrepreneurship”…


โ€ฆand about an Austrian Olympic ๐Ÿฅ‡ winner, whoโ€ฆ – ๐’‘๐’“๐’Š๐’๐’“๐’Š๐’•๐’Š๐’›๐’†๐’… her academic career over her athletic career – is resolving ๐’…๐’Š๐’‡๐’‡๐’†๐’“๐’†๐’๐’•๐’Š๐’‚๐’ ๐’†๐’’๐’–๐’‚๐’•๐’Š๐’๐’๐’” as a researcher and lecturer at the Swiss Federal Institute of Technology of Lausanne and practises ๐’„๐’š๐’„๐’๐’Š๐’๐’ˆ ๐’‚๐’” ๐’‚ โ€œ๐’‰๐’๐’ƒ๐’ƒ๐’šโ€ – nevertheless ๐’’๐’–๐’‚๐’๐’Š๐’‡๐’Š๐’†๐’… as a 30 year old Olympic debutant – leverages her […] more

Supply Chain has the Facts!


โ€œYou are entitled to your opinion.ย But you are not entitled to your own facts.โ€ Daniel Patrick Moynihan Once I conducted an S&OP audit at a country organisation that was ๐Ÿ๐š๐ฆ๐จ๐ฎ๐ฌ ๐Ÿ๐จ๐ซ ๐ข๐ญ๐ฌ ๐ž๐ฑ๐œ๐ž๐ฅ๐ฅ๐ž๐ง๐ญ ๐›๐ฎ๐ฌ๐ข๐ง๐ž๐ฌ๐ฌ ๐ซ๐ž๐ฌ๐ฎ๐ฅ๐ญ๐ฌ ๐š๐ง๐ ๐ญ๐ž๐š๐ฆ ๐œ๐ฎ๐ฅ๐ญ๐ฎ๐ซ๐ž. I was wondering what it was that they were doing differently than the other S&OP teams. At the Executive S&OP board meeting,... more

Before focusing on the Customer, focus on your Sales Rep!


In yesterdayโ€™s iBsing pioneers call we discussed the collaboration between ๐‘บ๐’–๐’‘๐’‘๐’๐’š ๐‘ช๐’‰๐’‚๐’Š๐’ ๐’‘๐’“๐’๐’‡๐’†๐’”๐’”๐’Š๐’๐’๐’‚๐’๐’” and the ๐‘บ๐’‚๐’๐’†๐’” ๐‘น๐’†๐’‘ during a ๐’๐ฎ๐ฉ๐ฉ๐ฅ๐ฒ ๐‚๐ซ๐ข๐ฌ๐ข๐ฌ ๐Ÿ”ฅ. โœฐThe Sales Rep is the ๐’‡๐’‚๐’„๐’† to the customer and wants to build a relationship of ๐’•๐’“๐’–๐’”๐’• with the customer. โœฐThe Sales Rep is directly confronted with the customer’s ๐’†๐’Ž๐’๐’•๐’Š๐’๐’๐’” and is highly […] more

Too many heroes – business is in trouble!


Your leaders behave like heroes? Your business may be in trouble! The Cynefin framework distinguishes five contexts which are defined by the nature of the cause-and-effect relationship between business challenges and appropriate solutions. From my perspective each context requires a different leadership style. Typical organisations seem to have too many HEROES, and too few GARDENERS […] more

20th iBsing pioneers meeting


iBsing pioneers call Customer Focus Next week we will have our 20๐’•๐’‰ ๐’Š๐‘ฉ๐’”๐’Š๐’๐’ˆ ๐’‘๐’Š๐’๐’๐’†๐’†๐’“๐’” ๐’„๐’‚๐’๐’! I would like to thank the S&OP/IBP practitioners for the ๐“น๐“ช๐“ป๐“ฝ๐“ฒ๐“ฌ๐“ฒ๐“น๐“ช๐“ฝ๐“ฒ๐“ธ๐“ท, support in ๐“น๐“ป๐“ฎ๐“น๐“ช๐“ป๐“ช๐“ฝ๐“ฒ๐“ธ๐“ท of content, ๐“ฎ๐“ท๐“ฐ๐“ช๐“ฐ๐“ฎ๐“ถ๐“ฎ๐“ท๐“ฝ during break-out sessions and ๐“ต๐“ฎ๐“ช๐“ป๐“ท๐“ฒ๐“ท๐“ฐ๐“ผ and ๐“ฒ๐“ท๐“ผ๐“น๐“ฒ๐“ป๐“ช๐“ฝ๐“ฒ๐“ธ๐“ท! Looking forward to the next session with an excellent guest speaker: ๐Ž๐ฅ๐ข๐ฏ๐ข๐ž๐ซ ๐–๐จ๐ฅ๐›๐ž๐ซ, ๐˜”๐˜ข๐˜ฏ๐˜ข๐˜จ๐˜ช๐˜ฏ๐˜จ ๐˜‹๐˜ช๐˜ณ๐˜ฆ๐˜ค๐˜ต๐˜ฐ๐˜ณ ๐˜ข๐˜ต […] more

Put yourself into the shoes of a sales rep!


The best way to drive Supply Chain improvement is to put your self into the shoes of a sales rep. The 20th iBsing pioneers call will be special: we invite our ๐“ฌ๐“ธ๐“ถ๐“ถ๐“ฎ๐“ป๐“ฌ๐“ฒ๐“ช๐“ต colleagues to celebrate & learn with us! I am delighted thatย Olivier Wolber, Managing Director at Smith & Nephew, will kick off our next […] more

How to get out of chaos back into order?


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 […] more

Diversity is driving performance


Strength lies in differences, not in similarities. (Stephen R. Covey) ๐““๐“ฒ๐“ฟ๐“ฎ๐“ป๐“ผ๐“ฒ๐“ฝ๐”‚ ๐“ฒ๐“ผ ๐“ญ๐“ป๐“ฒ๐“ฟ๐“ฒ๐“ท๐“ฐ ๐“ธ๐“ป๐“ฐ๐“ช๐“ท๐“ฒ๐“ผ๐“ช๐“ฝ๐“ฒ๐“ธ๐“ท๐“ช๐“ต ๐“น๐“ฎ๐“ป๐“ฏ๐“ธ๐“ป๐“ถ๐“ช๐“ท๐“ฌ๐“ฎ! โ‡จ Traditional organisations with a โ€œpredict and controlโ€ approach recognize (and sometimes overestimate) the importance of โ€œ๐ˆ๐ง๐Ÿ๐จ๐ซ๐ฆ๐š๐ญ๐ข๐จ๐ง ๐“๐ž๐œ๐ก๐ง๐จ๐ฅ๐จ๐ ๐ฒโ€, more

S&OE in turbulent times


The Sales & Operations Execution (S&OE) process has been especially critical to manage the pandemic crisis and for some companies the focus shifted excessively to short term firefighting. One interesting insight: The ๐ฅ๐ž๐ฌ๐ฌ ๐ข๐ง๐ฏ๐จ๐ฅ๐ฏ๐ž๐ the ๐‚-๐‹๐ž๐ฏ๐ž๐ฅ board is in the operational execution, the better. A solid S&OE process is run ๐›๐จ๐ญ๐ญ๐จ๐ฆ ๐ฎ๐ฉ โ€“ escalation to […] more

S&OE – The “ugly duckling”


S&OE – the “ugly duckling” is becoming “the most beautiful bird”. ๐’&๐Ž๐ and ๐ˆ๐๐ are core business processes in many organisations and we love to be ๐“ˆ๐“‰๐“‡๐’ถ๐“‰๐“ฎ๐“ฐ๐’พ๐’ธ and ๐“…๐“‡๐“ธ๐’ถ๐’ธ๐“‰๐’พ๐“‹๐“ฎ. What about ๐’&๐Ž๐„, where it seems to be all about ๐“‡๐“ฎ๐’ถ๐’ธ๐“‰๐’พ๐“ƒ๐“ฐ on current challenges? Many companies focus mainly on day to day operational activities in their […] more

Business Organisations and Natural Ecosystems


The extermination of Yellowstoneโ€™s gray wolf provides an example of the consequences of a “๐˜ฑ๐˜ณ๐˜ฆ๐˜ฅ๐˜ช๐˜ค๐˜ต ๐˜ข๐˜ฏ๐˜ฅ ๐˜ค๐˜ฐ๐˜ฏ๐˜ต๐˜ณ๐˜ฐ๐˜ญ” approach, where a change is imposed onto a complex system from outside. ๐‘ฉ๐’–๐’”๐’Š๐’๐’†๐’”๐’” ๐’๐’“๐’ˆ๐’‚๐’๐’Š๐’”๐’‚๐’•๐’Š๐’๐’๐’” and ๐’๐’‚๐’•๐’–๐’“๐’‚๐’ ๐’†๐’„๐’๐’”๐’š๐’”๐’•๐’†๐’Ž๐’” have a few things in common: โ‡จ Complex systems are in a ๐œ๐จ๐ง๐ญ๐ข๐ง๐ฎ๐จ๐ฎ๐ฌ state of ๐Ÿ๐ฅ๐ฎ๐ฑ. โ‡จ Cause and effect relationships […] more

The Magic Formula for Customer Centricity


In our IBSing pioneers call we discussed โ€œCustomer Centricity” with nearly 20 S&OP experts from different industries. Pierre Milleย provided a great introduction speech with storytelling around 3 simple steps to drive customer centricity: ๐Ÿ‘‰ #1 – Address the right number: manage the metrics and KPIs which matters to your Customer ๐Ÿ‘‰ #2 – Address the […] more

Measure the metrics and KPIs in the way your Customer does!


๐Ÿ‘‰ #2 – Address the number right: measure the metrics and KPIs in the way your Customer does That is one of three steps proposed byย Pierre Milleย in his recent LinkedIn Articleย Looking forward to the IBSing pioneers call today on Monday, 17th May from 16:00 to 17:00 CET with Pierre Mille as guest! Please let […] more

Star Performance vs. Team Performance


Traditional ๐‡๐‘ Performance Management is about ๐ข๐ง๐๐ข๐ฏ๐ข๐๐ฎ๐š๐ฅ๐ฌ, ๐’&๐Ž๐ Performance Management is about ๐ญ๐ž๐š๐ฆ๐ฐ๐จ๐ซ๐ค. A whole new ball gameโ€ฆ Collaboration in S&OP is often hampered by contradicting financial ๐ซ๐ž๐ฐ๐š๐ซ๐๐ฌ. The ๐Ÿ๐จ๐ซ๐œ๐ž๐ ranking of high, medium & low performers can be a painful exercise, that also undermines S&OP teamwork. Personal performance targets, that are based on ๐ฉ๐š๐ฌ๐ญ […] more

Performance Management Challenges


โ€œPERFORMANCE MANAGEMENT CHALLENGESโ€ย was the topic of Mondayโ€™s IBSing Pioneers call. PERFORMANCE refers toย how well an activity or job is done. On discussing the topic โ€œHIGH-PERFORMERSโ€ and what we admired most, we came to the conclusion that โ€œINTRINSIC MOTIVATIONโ€ is the key to excellent performance. The traditional โ€œcarrot and stickโ€ approach that is still being used […] more

A conscious decision how to take decisions


๐‚๐จ๐ง๐ฌ๐ž๐ง๐ฌ๐ฎ๐ฌ ๐๐ž๐œ๐ข๐ฌ๐ข๐จ๐ง-๐ฆ๐š๐ค๐ข๐ง๐  has traditionally been the most popular way to resolve business challenges in large corporations. Especially in functional areas like NPD, Operations and Business Planning . While consensus decision making has its merits in allowing all stakeholders a voice and it fosters a climate of engagement, there is sometimes a cost associated with this […] more

Action is the foundational key to success! (P. Picasso) …


but….No problem can be solved from the same level of consciousness that created it. (A. Einstein) Reflecting on the evolution of SC Management, it was initially focused on storage of products and its ๐ฆ๐š๐ญ๐ž๐ซ๐ข๐š๐ฅ flow. Planning systems then shifted its focus towards mastering the E2E ๐ข๐ง๐Ÿ๐จ๐ซ๐ฆ๐š๐ญ๐ข๐จ๐ง flow. With the implementation of S&OP and IBP, SC […] more

Artificial Intelligence will not replace S&OP Teamwork


In yesterday’s IBSing pioneers call, S&OP leaders from different industries talked about โ€œArtificial Intelligence (AI) in S&OPโ€. It took us about 2 minutes to come up with > 20 examples of AI in private life. However we struggled to come up with really exciting AI examples as part of our S&OP. Do you have examples? […] more

What I dream of is an art of balance (H. Matisse)


Running a big corporate business is an ๐“๐“ก๐“ฃ! The ๐“๐“ก๐“ฃ๐“˜๐“ข๐“ฃ๐“ข are the S&OP and IBP leads who balance โ€œStandard Workโ€, โ€œS&OEโ€ and โ€œIBPโ€. Thanks to participants of last weekโ€™s IBSing pioneers group meeting for sharing practical insights on that topic! On Monday at 16:00-17:00 CET we will talk about how to bring ๐“๐“ก๐“ฃ๐“•๐“˜๐“’๐“˜๐“๐“› Intelligence into […] more

“7 Habits of Highly Effective People”


๐Š๐”๐ƒ๐Ž๐’ toย Nathalie Tuย ๐Ÿ™ for that awesome visualization of the book โ€œ7 ๐‡๐š๐›๐ข๐ญ๐ฌ ๐จ๐Ÿ ๐‡๐ข๐ ๐ก๐ฅ๐ฒ ๐„๐Ÿ๐Ÿ๐ž๐œ๐ญ๐ข๐ฏ๐ž ๐๐ž๐จ๐ฉ๐ฅ๐žโ€ from ๐‘บ๐’•๐’†๐’‘๐’‰๐’†๐’ ๐‘น. ๐‘ช๐’๐’—๐’†๐’š. That book had a profound impact on my ๐ฉ๐ž๐ซ๐ฌ๐จ๐ง๐š๐ฅ life & new ๐ฉ๐ซ๐จ๐Ÿ๐ž๐ฌ๐ฌ๐ข๐จ๐ง๐š๐ฅ venture (ย www.IBSing.comย ). Many other insightful books fit nicely into the frame of the โ€œ7 HABITSโ€: โœฐ 1) BE PROACTIVE โ‡จ Full Catastrophe […] more

30% success rate is no longer good enough!


โ€œ70% ๐จ๐Ÿ ๐œ๐ก๐š๐ง๐ ๐ž ๐ฉ๐ซ๐จ๐ ๐ซ๐š๐ฆ๐ฌ ๐Ÿ๐š๐ข๐ฅ to achieve their goals, largely due to employee resistance and lack of management support.โ€œ (๐˜‰. ๐˜Œ๐˜ธ๐˜ฆ๐˜ฏ๐˜ด๐˜ต๐˜ฆ๐˜ช๐˜ฏ, ๐˜”๐˜ค๐˜’๐˜ช๐˜ฏ๐˜ด๐˜ฆ๐˜บ, 2015) McKinsey article The journey towards success in change programs is never a direct one. We always encounter ๐๐ข๐Ÿ๐Ÿ๐ข๐œ๐ฎ๐ฅ๐ญ๐ข๐ž๐ฌ, ๐›๐š๐ซ๐ซ๐ข๐ž๐ซ๐ฌ, and ๐œ๐จ๐ง๐Ÿ๐ฅ๐ข๐œ๐ญ. When a teamโ€™s potential is fully exploited in overcoming a challenge […] more

I am so ๐Ÿฅš-cited!


๐Ÿฅš-cellent Easter! Run ๐Ÿฅš-strashifts in the hen house Build ๐Ÿฅš-cess inventory to cover the ๐Ÿฅš-ceptional seasonal demand Prevent inventory ๐Ÿฅš-spiry issues Secure ๐Ÿฅš-sternal supplier capacity Strengthen ๐Ÿฅš-schange of information Ask your IBSIng ๐Ÿฅš-sperts for ๐Ÿฅš-samples and always ๐Ÿฅš-spect the un-๐Ÿฅš-spected You are an ๐’&๐Ž๐/๐ˆ๐๐ ๐ฉ๐ซ๐š๐œ๐ญ๐ข๐ญ๐ข๐จ๐ง๐ž๐ซ in a corporate company? You are passionate about the ๐ฉ๐ž๐จ๐ฉ๐ฅ๐ž […] more

“Machine Learning” and “Consciousness in Business”


โ€œ๐Œ๐š๐œ๐ก๐ข๐ง๐ž ๐‹๐ž๐š๐ซ๐ง๐ข๐ง๐ โ€ and โ€œ๐“’๐“ธ๐“ท๐“ผ๐“ฌ๐“ฒ๐“ธ๐“พ๐“ผ๐“ท๐“ฎ๐“ผ๐“ผ ๐“ฒ๐“ท ๐“‘๐“พ๐“ผ๐“ฒ๐“ท๐“ฎ๐“ผ๐“ผโ€ in combination have the potential to make our workplace ฬณaฬณwฬณeฬณsฬณoฬณmฬณeฬณ! ๐Œ๐š๐œ๐ก๐ข๐ง๐ž ๐‹๐ž๐š๐ซ๐ง๐ข๐ง๐  is an important trend to master the ๐œ๐จ๐ฆ๐ฉ๐ฅ๐ข๐œ๐š๐ญ๐ž๐ activities in organisations. That insightful article more

“People say, you are a wimp!”


“All the things which you don’t like about yourself are your greatest assets. They are simply overamplified.”ย Debbie Ford. Dark Side of the Light Chasers (Hodder & Stoughton) More than 20 years ago, in the early stage of my career, I was leading a production team. One day, the most senior leader on the site provided […] more

Is your S&OP fit for a global raw material shortage?


Yesterday 12 S&OP experts from different industries discussed how to address a global RM shortage. Instead of jumping directly onto solutions, we first identified underlying changes in fixed, governing and enabling constraints. The excellent EU field guide โ€œmanaging complexity (and chaos) in times of crisisโ€ (Dave Snowdenย andย Alessandro Rancati) more

My Customer is out of stock!!!!!!!!!!!!!!!!!!!!!!!!!!!


โ€œALLOCATION BY DECIBELโ€ is a chaotic way of reacting to sudden product shortage. โ€œALLOCATION BY DECIBEL” may damage relationships and overall business results. Without robust processes, that’s a natural way of behaving. Commercial teams are doing everything possible to protect supply for key customers, and supply chain professionals want the same and feel overwhelmed by […] more

From Chaos to Order – IBSing Sensemaking


Even the best OPERATING SYSTEM and the best S&OP PROCESS will not bring ORDER out of sudden CHAOS! Imagine your organisation is confronted with a sudden global raw material shortage affecting a critical ingredient of your product: The โ€œoperating systemโ€ does not provide a standard solution. Balancing demand and supply in S&OP does not resolve […] more

Looking forward to shaking hands and exchanging business cards!


What you get is the "HELIBLICK"? consciousness about what's going on with yourself in an emotional moment consciousness about what's going on with your team during a conflict situation consciousness about what's going on with your team during conflicting organisational priorities, more

David Essenopee and Laura Ibsing


On the โ€œINTERNATIONAL WOMENโ€™S DAYโ€ a group of IBSing pioneers came together to discuss competencies of the future S&OP leader. We looked at the profile of DAVID: An excellent traditional S&OP leader, but not fully prepared for an increasingly complex business environment. LAURA Ibsing was born: A MINDFUL and RELAXED leader, with a BENEVOLENT collaboration […] more

Departmental Silos? – Activating “Human Sensor Networks”!


Why do matrix organisations experience departmental silos especially in moments of crisis? Dave Snowdenย andย Alessandro Rancatiย have published a valuable field guide*, that proposes a four-stage approach to improve decision-making in crisis situations. Two actions that I find personally especially powerful more

Focus on Team Well-Being and Collaboration!


How can you HELP YOUR TEAM during the pandemic crisis and strengthen well-being & collaboration & performance in your organisation? The Why of you Powered by PRINTยฎ is a breakthrough model of human motivation and behaviour that was developed by The Paul Hertz Group. This motivational model is the ideal starting point for your IBSing […] more

IBSing Sense-Making – You will be surprised!


Are you a leader of a big department or cross-functional team and would you like to help YOUR TEAM TO THRIVE in the context of a SPECIFIC CHALLENGE? I will offer an IBSing SENSEMAKING diagnosis, that will reveal the potential for transformational improvement of your organisation. I will offer that to three companies โ€“ AT […] more

Leadership Trainings and Kids’ Birthday Parties


Fifteen years ago we organised our sonโ€™s birthday party. Everything under control, I thought. I had already done a lot of corporate leadership trainings and prepared accordingly! A project plan with milestones, learning objectives, a competition game between yellow, green and black belts, and incentives linked to targets. The picture says more than 1000 words! […] more

Influencing Stakeholders II


Difficult question in yesterday’s IBSing pioneers call. However one thing seems clear: The MAPE of our Forecast will not be good – impossible to predict such a complex issue with high accuracy. In our discussion about โ€œinfluencing stakeholdersโ€ I captured the following insights from the breakout sessions: -CONTEXT is important: A change that may seem […] more

Which book has broadened your horizon?


The power of diversity: At first glance the following books and authors seem quite different. However all of them have been a source of inspiration and valuable perspectives in the development of theย www.IBSing.comย framework to increase โ€œconsciousness in businessโ€. The 7 Habits of highly effective people โ€“ Stephen R. Covey Full Catastrophe Living โ€“ Jon Kabat-Zinn […] more



The choice to see another as either a person or an object is a choice between whether we will see and experience ourselves and others truthfully or erroneously. The Arbinger Institute: Leadership and Self-Deception In cross-functional processes like S&OP and IBP, we often talk about the importance of โ€œINFLUENCING STAKEHOLDERSโ€. I felt some resistance when […] more

Conscious Leadership “A leader is best when people barely know he exists”


Which leader comes to mind, when you read the following phrase? โ€œA leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves.โ€ Laozi I was lucky to get to know several awesome leaders during my career. One of them is Bill […] more

9 Learnings from the IBSing Pioneers Group


Yesterdayโ€™s 8th IBSing pioneers network group meeting was about โ€œLearning – from top down strategy to self-correctionโ€. Thanks to my colleagues from the IBSing pioneers group for a lot of fun, inspiration and learnings! 1 – Sense-Making: Forget about capability assessments in complex environments! 2 – Identity: Storytelling is a powerful way to sense the […] more

Most important business priority in 2021?


HAPPY NEW YEAR 2021! What is the most important business priority in 2021? Physical Health? Environment? Social Peace? Mindfulness? Education? A bit of everything? Any answer is right, if we take action. 2020 was a challenging year, teaching us a lot about what is important in life. 2021 is an ideal opportunity to make some […] more

“Santa Claus” or “Christkind?” – Who is bringing theses gifts?


That question will not be answered on our new website! Merry Christmas! The IBSing website is live, what an awesome Christmas gift for me after so much work! WHO is bringing us such wonderful gifts? ST. NICHOLAS became the patron saint of children and the poor, giving small presents since the 4th century. Promulgated by […] more

Coaching myself through a conflict….


๐Ÿ˜ค Calm down and take a breath ๐Ÿฅด Avoid personal judgements and wild interpretations ๐Ÿ˜ณ Connect to your feelings and personal needs ๐Ÿ™„ Listen empathetically and be curious about the other personโ€™s needs ๐Ÿค— Start a dialogue to define a strategy based on needs ๐Ÿคฉ Welcome the emerging solution openly ๐Ÿค“ Capture the learning ๐Ÿ™ƒ […] more

Real Entrepreneurship = No Fingerpointing


Key highlights from IBSing pioneer call on 7th Dec 2020 (Topic: Organisational Alignment) ACCOUNTABILITY: Organisations with a high level of self-organisation and entrepreneurship are disciplined and structured in defining accountabilities of functions and roles at a granular level GOVERNANCE: Organisational alignment is more



Thanks to the IBSing pioneers for the inspiring session! Here are key take away’s: ๐Ÿ”ฅ UNDERSTAND THE CONTEXT -simple โ€“ sense, categorize, respond to fire -complicated โ€“ sense, analyse with expertise, respond to fire -complex โ€“ probe with experiments, sense if you see improvements, and respond accordingly -chaotic โ€“ act, sense if you see improvements, […] more

The unknown unknowns in your business


Reports that say that something hasn't happened are always interesting to me, because as we know, there are known knowns; there are things we know we know. We also know there are known unknowns; that is to say we know there are some things we do not know. But there are also unknown unknownsโ€”the ones we don't know we don't... more

Consent Decision-Making and Systemic Consensus


CONSENT DECISION-MAKING and SYSTEMIC CONSENSUS have huge potential to improve efficiency and effectiveness of decision-making by LEVERAGING THE DIVERSITY & POWER OF THE TEAM! That is our main conclusion from yesterday's IBSing call, where we reflected on decision-making in business. TOP DOWN DECISION more

Holding Space for Consciousness…


"There were contentious discussions and clashes of opinion, and it sometimes seemed that misunderstanding would doom the negotiations. But they ended in success, because the parties to this complex diplomatic process showed foresight as well courage and a sense of high responsibility."ย  Mikhail Gorbachev, more

Feelings in Business?


โค๏ธFeelings in business? No way, I hate feelings and emojis! Absolutely unprofessional! ๐Ÿ˜ก Many of the most compelling love stories are unfortunately tragic ones like ROMEOโค๏ธJULIET In business, tragic love stories also exist between RESULTSโค๏ธBEHAVIOURS: โ€œLOST REVENUESโ€โค๏ธโ€œSILO-THINKINGโ€ โ€œEXPLODING INVENTORIESโ€โค๏ธโ€œDRIVING OWN AGENDAโ€ more

Full Transparency


HOW TO ACHIEVE FULL TRANSPARENCY IN BUSINESS? (summing up an Integrated Business Sensing (IBSing) meeting) 1) BARRIERS: Lack of trust, not aligned goals, gap denial culture, fiscal setup, organisational structure, unclear roles and responsibilities, fear culture, missing ground-rules, different data sets, information overload, confidentiality, too much detail, missing system access, more

Artful Participation


My personal key take-away from an inspiring S3 workshop in Winterthur? Be mindful during interactions asking yourself the question regarding artful participation: โ€œIs my behaviour in this moment the greatest contribution I can make to the effectiveness of this collaboration?โ€ (Sociocracy 3.0) Less small talk, less debating, less ego, more consciousness about organisational drivers and […] more

Supply Chain Man


Expectations towards Supply Chain colleagues are skyrocketing, especially now during the time of the COVID pandemic. No automated SC Management could ever have predicted the impact on consumer demand, supply, and business. Reflecting on the evolution of SC Management, it was initially focused on storage of products and its material flow. Planning systems then shifted […] more

The Glass is Half Full


LinkedIn Article The Glass is Half Full Traditional Corporate companies are behaving like machines and follow a โ€œpredict and controlโ€ approach. Issues are addressed, assuming that everything can be fixed as soon as the โ€œcause and effectโ€ relationship is understood. This approach works fine to master complicated issues, but that is not good enough to […] more

Which New Paradigms Are Most Critical in a Complex Environment?


WHAT IS YOUR OPINION? How can traditional organisations, who are behaving like โ€œmachinesโ€, get ready for the future, and behave like โ€œliving organismsโ€. On which new paradigms should those organisations focus first? On Monday, 14th Sep from 16:00-17:00 CET, we will kick off the โ€œIBSing Practitionerโ€ group to foster attainment of consciousness in business and […] more

How to Boost Employee Engagement and Sustainable Business Growth


LinkedIn Article Dec 9, 2019 50th birthday โ€“ time to start something new On Sunday the 7th December 1969, my humble self, called โ€œHeliโ€, was born. Nomen est omen – the name is program – 50 years later, I increasingly take a helicopter-perspective in my private and professional life. On my 50th birthday, I am […] more