“Transforming the Business” can’t be separated from “Running the Business”


“𝐓𝐑𝐀𝐍𝐒𝐅𝐎𝐑𝐌𝐀𝐓𝐈𝐎𝐍” was the topic in last week’s CSCMP Networking Event in Zug, and I looked at the topic from an IBP perspective: What does â€œđˆđ§đ­đžđ đ«đšđ­đžđ 𝐁𝐼𝐬𝐱𝐧𝐞𝐬𝐬 đđ„đšđ§đ§đąđ§đ  (𝐈𝐁𝐏)” have to do with â€œđ“đ«đšđ§đŹđŸđšđ«đŠđąđ§đ  𝐭𝐡𝐞 𝐁𝐼𝐬𝐱𝐧𝐞𝐬𝐬” ⁉ The people who are “𝐑𝐼𝐧𝐧𝐱𝐧𝐠 𝐭𝐡𝐞 𝐁𝐼𝐬𝐱𝐧𝐞𝐬𝐬” on the ground and who are close to the customer or to […] more

S&OP = the right choices for the resource plan


I am pleased to announce the speaker for our next iBsing pioneers call on Monday, 25th April from 16:00 to 17:00 CET: Rym Khelil (Division Sales and Operations Planning Manager at Schlumberger) will talk about “S&OE application in the energy service industry”. Please check out the website to get a flavour of the complexities of that […] more

4 or 15 IBP Groundrules – too simple or too complex?


In last week’s iBsing pioneers call we discussed 𝐈𝐁𝐏 đ đ«đšđźđ§đđ«đźđ„đžđŹ. Whilst everybody strongly agreed about the importance of common IBP principles, the outcome of the different breakout sessions were quite different. ⇹ Group 1 came up with đŸđšđźđ« đ đ«đšđźđ§đđ«đźđ„đžđŹ and argued to “keep it đŹđąđŠđ©đ„đžâ€. ⇹ Group 3 came up with 𝐟𝐱𝐟𝐭𝐞𝐞𝐧 đ đ«đšđźđ§đđ«đźđ„đžđŹ and argued […] more

Take a helicopter view, trust your senses and IBP will transform your business!


𝐒𝐄𝐕𝐄𝐍 𝐑𝐄𝐀𝐒𝐎𝐍𝐒 𝐖𝐇𝐘 𝐈 𝐀𝐌 𝐓𝐇𝐑𝐈𝐋𝐋𝐄𝐃 𝐓𝐎𝐃𝐀𝐘! 1: We set up a 𝐟𝐚𝐜𝐞-𝐭𝐹-𝐟𝐚𝐜𝐞 𝐂𝐒𝐂𝐌𝐏 𝐞𝐯𝐞𝐧𝐭 for Supply Chain professionals on the 28𝐭𝐡 đ€đ©đ«đąđ„ 𝐱𝐧 𝐙𝐼𝐠, the last one having taken place more than two(!) years ago. 2: Since the topic is about â€œđ“đ«đšđ§đŹđŸđšđ«đŠđšđ­đąđšđ§, 𝐂𝐡𝐚𝐧𝐠𝐞 𝐌𝐚𝐧𝐚𝐠𝐞𝐩𝐞𝐧𝐭 𝐚𝐧𝐝 đŽđ«đ đšđ§đąđłđšđ­đąđšđ§đŹ 𝐱𝐧 đ’đźđ©đ©đ„đČ 𝐂𝐡𝐚𝐱𝐧”, my friends from the CSCMP Swiss […] more

Conflicts are the most important IBP ingredient!


People generally quarrel because they cannot argue. Gilber Keith Chesterton (English writer and philosopher) Fear not those who argue but those who dodge. Marie von Ebner-Eschenbach (Austrian writer) The aim of argument, or of discussion, should not be victory, but progress. Joseph Joubert (French moralist and essayist) Creativity comes from a conflict of ideas. Donatella […] more

Do you have an IBP constitution?


Integrated Business Planning (IBP) is the core process to realize the purpose of the organisation whilst strengthening the financial health. Ă  Most IBP teams know “𝐖𝐇𝐘 𝐰𝐞 𝐝𝐹 𝐈𝐁𝐏!”   Product Management Review, Demand Review, Supply Review, Reconciliation Review, Management Business Review
 Ă  Most IBP teams know “𝐖𝐇𝐀𝐓 𝐰𝐞 𝐝𝐹 𝐱𝐧 𝐈𝐁𝐏!”   Many organisations […] more

In IBP you don’t need pressure, you need suction


«In life you don’t need pressure, you need suction. If you want to fly, you need thermals. Airplanes fly because suction is built up.» đ‘źĂ¶đ’•đ’› đ‘Ÿđ’†đ’“đ’đ’†đ’“* Same applies for organisations and for running Integrated Business Planning (IBP) ⇹If the IBP process is designed in a way that đ©đ«đžđŹđŹđźđ«đž is created, people will sooner or later […] more

Is IBP the solution for EVERYTHING?


A German speaking customer told me last week: “Manche Leute denken, IBP ist die eierlegende Wollmilchsau!” (𝘭đ˜Șđ˜”đ˜Šđ˜łđ˜ąđ˜­đ˜­đ˜ș “𝘚𝘰𝘼𝘩 đ˜±đ˜Šđ˜°đ˜±đ˜­đ˜Š đ˜”đ˜©đ˜Ș𝘯𝘬, 𝘐𝘉𝘗 đ˜Ș𝘮 đ˜”đ˜©đ˜Š 𝘩𝘹𝘹-𝘭𝘱đ˜șđ˜Ș𝘯𝘹 đ˜ąđ˜Żđ˜„ 𝘼đ˜Ș𝘭𝘬-𝘹đ˜Șđ˜·đ˜Ș𝘯𝘹 𝘾𝘰𝘰𝘭-đ˜±đ˜Ș𝘹!”) Maybe those people are right
 A well functioning đˆđ§đ­đžđ đ«đšđ­đžđ 𝐁𝐼𝐬𝐱𝐧𝐞𝐬𝐬 đđ„đšđ§đ§đąđ§đ  (𝐈𝐁𝐏) process includes ⇹ a solid Sales & Operation Execution (𝐒&𝐎𝐄) Process to manage short term exceptions […] more

Competition versus Value Creation


Our competitor is producing similar products as we are. Our competitor is providing similar services to customers as we are. Our competitor is enriching the life of consumers as we are. Nobody resembles us more than our competitor. Why is it that we want to beat our competitor? Less focus on competition, more focus on […] more

How to improve trust in S&OP?


In 2000, Charles H. Green has described the insightful Trust-formula: â€œđ“đ«đźđŹđ­â€ = (â€œđ‚đ«đžđđąđ›đąđ„đąđ­đČ” + â€œđ‘đžđ„đąđšđ›đąđ„đąđ­đČ” + “𝐈𝐧𝐭𝐱𝐩𝐚𝐜đČ”) / â€œđ’đžđ„đŸ đŽđ«đąđžđ§đ­đšđ­đąđšđ§â€ There are three variables in the numerator that determine “Trust”: â‡šÂ â€œđ‚đ«đžđđąđ›đąđ„đąđ­đČ” – đ˜șđ˜°đ˜¶ 𝘬𝘯𝘰𝘾 đ˜șđ˜°đ˜¶đ˜ł đ˜Žđ˜”đ˜¶đ˜§đ˜§ â‡šÂ â€œđ‘đžđ„đąđšđ›đąđ„đąđ­đČ” – đ˜șđ˜°đ˜¶ 𝘱𝘭𝘾𝘱đ˜ș𝘮 đ˜„đ˜Šđ˜­đ˜Șđ˜·đ˜Šđ˜ł đ˜žđ˜©đ˜ąđ˜” đ˜șđ˜°đ˜¶ đ˜±đ˜łđ˜°đ˜źđ˜Ș𝘮𝘩 ⇹ “𝐈𝐧𝐭𝐱𝐩𝐚𝐜đČ” – đ˜°đ˜”đ˜©đ˜Šđ˜łđ˜Ž 𝘧𝘩𝘩𝘭 𝘮𝘱𝘧𝘩 𝘾đ˜Șđ˜”đ˜© đ˜șđ˜°đ˜¶ The variable in the denominator is […] more

The Tyrannosaurus Rex amongst all S&OP Biases


S&OP without bias seems impossible. Much can be gained by creating awareness of different manifestations of bias during the implementation and execution of S&OP. Here are a few examples of bias in an S&OP context: ⇹ â€œđŽđŻđžđ«-đŹđžđ„đ„đąđ§đ â€ is a smart paraphrase for “Under-forecasting Bias” – who can be blamed for selling “too much”? There may be […] more

The iBsing journey will continue in 2022


A big thank you to all S&OP/IBP practitioners who have been contributing to fantastic learnings this year. Here some facts: 19 meetings in 2021 average 12 participants per meeting 16 fantastic guest speakers ~200 S&OP/IBP practitioners and SC leads are registered to the network representing 150 companies from 15 industries In 2022 we will continue […] more

An innovation in 1964 and outdated today!?!


In 1964, đŒđšđ­đžđ«đąđšđ„đŹ 𝐑𝐞đȘđźđąđ«đžđŠđžđ§đ­ đđ„đšđ§đ§đąđ§đ  (𝐌𝐑𝐏) was invented by Joseph Orlicky. In the same year the đœđšđŠđ©đšđœđ­ 𝐜𝐚𝐬𝐬𝐞𝐭𝐭𝐞 has been introduced. Compact cassettes are 𝐹𝐼𝐭-𝐝𝐚𝐭𝐞𝐝! To hear a song you do not need to rewind a tape, just stream it. 𝐇𝐹𝐰 𝐚𝐛𝐹𝐼𝐭 𝐌𝐑𝐏? Does the original “predict and control” approach still make sense in the current […] more

The 3rd Law of IBP


The energy cost of doing good things must be lower than the energy cost of doing bad things! In Alpine folkloristic tradition, St. Nicholas and his devilish companion Krampus are visiting children: 🎅St. Nicholas praises the children for their good deeds and rewards them with mandarins, figs, dates, and nuts. đŸ‘č Krampus punishes misbehaving children […] more

How to get buy-in for S&OP? Fail your way to success!


In yesterday’s iBsing pioneers call we discussed “𝑯𝒐𝒘 𝒕𝒐 𝒈𝒆𝒕 𝒕𝒐𝒑 𝒎𝒂𝒏𝒂𝒈𝒆𝒎𝒆𝒏𝒕 𝒆𝒏𝒈𝒂𝒈𝒆𝒎𝒆𝒏𝒕 𝒇𝒐𝒓 𝒂𝒏 đ‘ș&đ‘¶đ‘· (IBP) 𝒊𝒎𝒑𝒍𝒆𝒎𝒆𝒏𝒕𝒂𝒕𝒊𝒐𝒏?” In many organisations, top managers are hesitant to invest resources into an S&OP implementation and improvement, because they do not see an immediate financial benefit. đ‘»đ’đ’‘ đ‘»đ’Šđ’‘: Analyse the top 5 business failures in the recent past […] more

Are you monitoring lead-times?


The importance of responsiveness has changed over the last couple of years due to more and more Supply Chain disruptions. In the past, responsiveness could be defined as the ability of the supply chain to respond purposefully and with appropriate timeframe 𝐭𝐹 đœđźđŹđ­đšđŠđžđ« đ«đžđȘ𝐼𝐞𝐬𝐭𝐬. Mature Supply Chains monitor those lead-times versus standard lead-times and follow […] more

In S&OP it’s never wise to praise firefighters to the skies


We are prone to đ›đ„đšđŠđž 𝐝𝐞𝐜𝐱𝐬𝐱𝐹𝐧 đŠđšđ€đžđ«đŹ đŸđšđ« 𝐠𝐹𝐹𝐝 𝐝𝐞𝐜𝐱𝐬𝐱𝐹𝐧𝐬 𝐭𝐡𝐚𝐭 đ°đšđ«đ€đžđ 𝐹𝐼𝐭 đ›đšđđ„đČ and to give them 𝐭𝐹𝐹 đ„đąđ­đ­đ„đž đœđ«đžđđąđ­ đŸđšđ« đŹđźđœđœđžđŹđŹđŸđźđ„ 𝐩𝐹𝐯𝐞𝐬 𝐭𝐡𝐚𝐭 đšđ©đ©đžđšđ« 𝐹𝐛𝐯𝐱𝐹𝐼𝐬 đšđ§đ„đČ đšđŸđ­đžđ« 𝐭𝐡𝐞 𝐟𝐚𝐜𝐭.” (Kahneman, Daniel – “Thinking, Fast and Slow”) On the other hand, we are prone to đ©đ«đšđąđŹđž đŸđąđ«đžđŸđąđ đĄđ­đžđ«đŹ 𝐭𝐹 𝐭𝐡𝐞 đŹđ€đąđžđŹ. How to overcome that […] more

You need to start small with S&OP, before running a world-class IBP!


S&OP is like football – a đœđšđŠđ©đ„đžđ± game! To become world-class, 𝐜𝐹𝐧𝐭𝐱𝐧𝐼𝐹𝐼𝐬 đąđŠđ©đ«đšđŻđžđŠđžđ§đ­ is required. Yesterday we had a fantastic iBsing pioneers call with ~20 IBP practitioners. The key question was around “𝐡𝐹𝐰 𝐭𝐹 đąđŠđ©đ„đžđŠđžđ§đ­ 𝐚𝐧𝐝 𝐩𝐚𝐱𝐧𝐭𝐚𝐱𝐧 𝐚 đ°đšđ«đ„đ-đœđ„đšđŹđŹ 𝐈𝐁𝐏”. Please find enclosed a few slides with findings from the breakout session. IBP and Football […] more

S&OP is all about conflict resolution


Resolving conflicts in 𝐒&𝐎𝐏 can be đ©đšđąđ§đŸđźđ„ when participants react to a business dilemma by
 being 𝐝𝐞𝐟𝐞𝐧𝐬𝐱𝐯𝐞 and avoiding conflicts đŸđąđ§đ đžđ«-đ©đšđąđ§đ­đąđ§đ  towards other departments blowing their own horn with 𝐭𝐹𝐹 𝐩𝐼𝐜𝐡 𝐏𝐏𝐓 excessively prioritising the own short-term đŸđąđ§đšđ§đœđąđšđ„ 𝐱𝐧𝐜𝐞𝐧𝐭𝐱𝐯𝐞𝐬 Resolving conflicts in 𝐒&𝐎𝐏 can be 𝐟𝐼𝐧 when participants respond to a business dilemma by 
 […] more

How to implement S&OP/IBP and S&OE? How to boost existing processes?


Here is my question to you: Many S&OP implementations are not meeting the expectations. Where do you see typically the most critical đœđĄđšđ„đ„đžđ§đ đž 𝐰𝐱𝐭𝐡 𝐒&𝐎𝐏 đąđŠđ©đ„đžđŠđžđ§đ­đšđ­đąđšđ§đŹ? (1),(2),(3) or (4)? Implementing and Running an S&OP (1) – The cross-functional teams do not share the same 𝐯𝐱𝐬𝐱𝐹𝐧? (2) – The đœđźđ«đ«đžđ§đ­ đœđšđ©đšđ›đąđ„đąđ­đąđžđŹ around process, system, organisation and […] more

Financial Reconciliation in S&OP


“When we give ourselves permission to fail
we at the same time, give ourselves permission to excel.” (Eloise Ristad) In yesterday’s iBsing pioneers call we discussed the đŸđąđ§đšđ§đœđąđšđ„ đ«đžđœđšđ§đœđąđ„đąđšđ­đąđšđ§ 𝐱𝐧 𝐒&𝐎𝐏 between commercial and operations. Here some highlights from our discussion. đ“đžđœđĄđ§đąđœđšđ„ đ‚đĄđšđ„đ„đžđ§đ đžđŹ: đ‘«đ’‚đ’•đ’‚: 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% of business tensions are related to suboptimal decision-making[1]  This is due to many organisations relying solely on an analytical decision-making 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 embed evolutionary decision-making into the organisation A direct way to short and […] more

Human skills – learning by doing!?


In yesterday’s iBsing pioneers call we focused on decision-making in S&OP. The decision-making process can be described in 5 steps: 1. 𝐈𝐧𝐱𝐭𝐱𝐚𝐭𝐞 𝐂𝐡𝐚𝐧𝐠𝐞 – typically the change is triggered by a “tension”, when the current perception of the business situation is not aligned with the expectation. We talk about the “Human Sensor Network”, because each […] more

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


Humans have the gift to feel 𝐭𝐞𝐧𝐬𝐱𝐹𝐧𝐬 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 “𝐡𝐼𝐩𝐚𝐧 đŹđžđ§đŹđšđ« đ§đžđ­đ°đšđ«đ€ (𝐇𝐒𝐍)” responding to business triggers. The HSN is an underutilized web with huge potential to drive in your organisation đšđ đąđ„đž […] more

Don’t develop other people – develop the organisation!


Where to start with behavioural 𝒊𝒎𝒑𝒓𝒐𝒗𝒆𝒎𝒆𝒏𝒕? ☞ Personal Development? ☞ Organisational Development? In my view, the catch is the 𝒂𝒄𝒄𝒐𝒖𝒏𝒕𝒂𝒃𝒊𝒍𝒊𝒕𝒚. Whilst the organisational leadership team is accountable for organisational development, each 𝒊𝒏𝒅𝒊𝒗𝒊𝒅𝒖𝒂𝒍 𝒆𝒎𝒑𝒍𝒐𝒚𝒆𝒆 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 đ‘ș&đ‘¶đ‘· đ‘œđ’Šđ’”đ’Šđ’đ’ and the đ‘ș&đ‘¶đ‘· 𝒓𝒆𝒂𝒍𝒊𝒕𝒚 look quite different! In the 21st iBsing pioneers discussion S&OP/IBP practitioners from different industries investigated the key reasons for the 𝒅𝒆𝒄𝒂𝒚 𝒐𝒇 đ‘ș&đ‘¶đ‘·. The list is long! Three Top tips to make your process sustainable arising from the session: 1. Secure top 𝒍𝒆𝒂𝒅𝒆𝒓𝒔𝒉𝒊𝒑 𝒊𝒏𝒗𝒐𝒍𝒗𝒆𝒎𝒆𝒏𝒕 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 𝐛𝐱𝐜đČđœđ„đž is a brilliant human invention, of which we can make the most if we
 ⇹understand the requirements ⇹select the appropriate one ⇹learn how to ride it ⇹keep on improving our fitness […] more

Supply Chain – the most exciting function in the business!


and not to forget: Supply Chain professionals know a lot about 𝐏𝐄𝐎𝐏𝐋𝐄, because they are
 – 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 𝐭𝐞𝐚𝐩 𝐞𝐧𝐠𝐚𝐠𝐞𝐩𝐞𝐧𝐭 and đšđ«đ đšđ§đąđŹđšđ­đąđšđ§đšđ„ đ©đžđ«đŸđšđ«đŠđšđ§đœđž? LinkedIn Post more

Remaining proactive towards year-end


What can we do to avoid a shift from a đ©đ«đšđšđœđ­đąđŻđž S&OP to đ«đžđšđœđ­đąđŻđž S&OP towards the second half of the year? I am curious about your experience and suggestions! The đ­đšđ© 5 𝐱𝐁𝐬𝐱𝐧𝐠 𝐬𝐼𝐠𝐠𝐞𝐬𝐭𝐱𝐹𝐧𝐬 to achieve the financial targets 2021 whilst remaining proactive and focused on the organisational purpose:   đŸ˜± đ‚đźđŹđ­đšđŠđžđ« đŹđžđ«đŻđąđœđž issues […] more

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


đđžđšđ©đ„đž đ©đšđ­đžđ§đ­đąđšđ„ â€œđ˜—đ˜Šđ˜°đ˜±đ˜­đ˜Š 𝘱𝘳𝘩 𝘣𝘰𝘳𝘯 𝘾đ˜Șđ˜”đ˜© đ˜Șđ˜Żđ˜”đ˜łđ˜Ș𝘯𝘮đ˜Șđ˜€ đ˜źđ˜°đ˜”đ˜Șđ˜·đ˜ąđ˜”đ˜Ș𝘰𝘯, 𝘮𝘩𝘭𝘧-đ˜Šđ˜Žđ˜”đ˜Šđ˜Šđ˜ź, đ˜„đ˜Ș𝘹𝘯đ˜Șđ˜”đ˜ș, đ˜€đ˜¶đ˜łđ˜Ș𝘰𝘮đ˜Șđ˜”đ˜ș đ˜”đ˜° 𝘭𝘩𝘱𝘳𝘯, đ˜«đ˜°đ˜ș đ˜Ș𝘯 𝘭𝘩𝘱𝘳𝘯đ˜Ș𝘯𝘹.” (W. Edwards Deming, American Engineer, Statistician, Professor) đ‘đžđšđ„đąđ­đČ “𝘐’đ˜·đ˜Š 𝘮𝘩𝘩𝘯 đ˜”đ˜©đ˜ąđ˜” đ˜”đ˜©đ˜Šđ˜Žđ˜Š 𝘰𝘳𝘹𝘱𝘯đ˜Șđ˜»đ˜ąđ˜”đ˜Ș𝘰𝘯𝘱𝘭 đ˜„đ˜Ș𝘮𝘩𝘱𝘮𝘩𝘮 𝘱𝘳𝘩 𝘱𝘮 𝘧𝘰𝘭𝘭𝘰𝘾𝘮: 𝘈 “đ˜žđ˜©đ˜ąđ˜”’𝘮 đ˜Ș𝘯 đ˜Șđ˜” 𝘧𝘰𝘳 𝘼𝘩?” 𝘭đ˜Ș𝘯𝘩 𝘰𝘧 đ˜”đ˜©đ˜Ș𝘯𝘬đ˜Ș𝘯𝘹, 𝘣𝘭𝘱𝘼𝘩-𝘹𝘱𝘼𝘩 đ˜±đ˜°đ˜Žđ˜”đ˜¶đ˜łđ˜Ș𝘯𝘹, 𝘼đ˜Șđ˜€đ˜łđ˜°đ˜źđ˜ąđ˜Żđ˜ąđ˜šđ˜Šđ˜źđ˜Šđ˜Żđ˜”â€ (Mark Samuel, CEO, Author)How can organisations fully leverage the people […] more

A story about “entrepreneurship”…


and about an Austrian Olympic đŸ„‡ winner, who
 – 𝒑𝒓𝒊𝒐𝒓𝒊𝒕𝒊𝒛𝒆𝒅 her academic career over her athletic career – is resolving 𝒅𝒊𝒇𝒇𝒆𝒓𝒆𝒏𝒕𝒊𝒂𝒍 𝒆𝒒𝒖𝒂𝒕𝒊𝒐𝒏𝒔 as a researcher and lecturer at the Swiss Federal Institute of Technology of Lausanne and practises 𝒄𝒚𝒄𝒍𝒊𝒏𝒈 𝒂𝒔 𝒂 “𝒉𝒐𝒃𝒃𝒚” – nevertheless 𝒒𝒖𝒂𝒍𝒊𝒇𝒊𝒆𝒅 as a 30 year old Olympic debutant – leverages her […] more

Supply Chain has the Facts!


“You are entitled to your opinion. But you are not entitled to your own facts.” Daniel Patrick Moynihan Once I conducted an S&OP audit at a country organisation that was 𝐟𝐚𝐩𝐹𝐼𝐬 đŸđšđ« 𝐱𝐭𝐬 đžđ±đœđžđ„đ„đžđ§đ­ 𝐛𝐼𝐬𝐱𝐧𝐞𝐬𝐬 đ«đžđŹđźđ„đ­đŹ 𝐚𝐧𝐝 𝐭𝐞𝐚𝐩 đœđźđ„đ­đźđ«đ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 yesterday’s iBsing pioneers call we discussed the collaboration between đ‘ș𝒖𝒑𝒑𝒍𝒚 đ‘Ș𝒉𝒂𝒊𝒏 𝒑𝒓𝒐𝒇𝒆𝒔𝒔𝒊𝒐𝒏𝒂𝒍𝒔 and the đ‘ș𝒂𝒍𝒆𝒔 đ‘č𝒆𝒑 during a đ’đźđ©đ©đ„đČ đ‚đ«đąđŹđąđŹ đŸ”„. ✰The Sales Rep is the 𝒇𝒂𝒄𝒆 to the customer and wants to build a relationship of 𝒕𝒓𝒖𝒔𝒕 with the customer. ✰The Sales Rep is directly confronted with the customer’s 𝒆𝒎𝒐𝒕𝒊𝒐𝒏𝒔 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 20𝒕𝒉 đ’Šđ‘©đ’”đ’Šđ’đ’ˆ 𝒑𝒊𝒐𝒏𝒆𝒆𝒓𝒔 𝒄𝒂𝒍𝒍! I would like to thank the S&OP/IBP practitioners for the đ“čđ“Șđ“»đ“œđ“Č𝓬đ“Čđ“čđ“Șđ“œđ“Čđ“žđ“·, support in đ“čđ“»đ“źđ“čđ“Șđ“»đ“Șđ“œđ“Čđ“žđ“· of content, đ“źđ“·đ“°đ“Șđ“°đ“źđ“¶đ“źđ“·đ“œ during break-out sessions and đ“”đ“źđ“Șđ“»đ“·đ“Čđ“·đ“°đ“Œ and đ“Čđ“·đ“Œđ“čđ“Čđ“»đ“Șđ“œđ“Čđ“žđ“·! Looking forward to the next session with an excellent guest speaker: đŽđ„đąđŻđąđžđ« đ–đšđ„đ›đžđ«, 𝘔𝘱𝘯𝘱𝘹đ˜Ș𝘯𝘹 𝘋đ˜Șđ˜łđ˜Šđ˜€đ˜”đ˜°đ˜ł đ˜ąđ˜” […] 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 đ“Źđ“žđ“¶đ“¶đ“źđ“»đ“Źđ“Čđ“Șđ“” colleagues to celebrate & learn with us! I am delighted that 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 â€œđˆđ§đ­đžđ đ«đšđ­đžđ 𝐁𝐼𝐬𝐱𝐧𝐞𝐬𝐬 𝐒𝐞𝐧𝐬𝐱𝐧𝐠 (𝐱𝐁𝐬𝐱𝐧𝐠)” at the 17th 𝒎𝒂𝒓𝒄𝒖𝒔 𝒆𝒗𝒂𝒏𝒔 S&OP conference and the 5th đ‘Șđ‘șđ‘Șđ‘Žđ‘· Europe conference last week. Many companies have been challenged recently with complex external business issues such as đ“°đ“”đ“žđ“«đ“Șđ“” đ“»đ“Ș𝔀 đ“¶đ“Șđ“œđ“źđ“»đ“Čđ“Șđ“” đ“žđ“» đ“Źđ“žđ“¶đ“čđ“žđ“·đ“źđ“·đ“œ đ“Œđ“±đ“žđ“»đ“œđ“Șđ“°đ“źđ“Œ. Remaining too long in […] more

Diversity is driving performance


Strength lies in differences, not in similarities. (Stephen R. Covey) 𝓓đ“Čđ“żđ“źđ“»đ“Œđ“Čđ“œđ”‚ đ“Čđ“Œ đ“­đ“»đ“Č𝓿đ“Čđ“·đ“° đ“žđ“»đ“°đ“Șđ“·đ“Čđ“Œđ“Șđ“œđ“Čđ“žđ“·đ“Șđ“” đ“čđ“źđ“»đ“Żđ“žđ“»đ“¶đ“Șđ“·đ“Źđ“ź! ⇹ Traditional organisations with a “predict and control” approach recognize (and sometimes overestimate) the importance of â€œđˆđ§đŸđšđ«đŠđšđ­đąđšđ§ đ“đžđœđĄđ§đšđ„đšđ đČ”, 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 đ„đžđŹđŹ đąđ§đŻđšđ„đŻđžđ the 𝐂-đ‹đžđŻđžđ„ board is in the operational execution, the better. A solid S&OE process is run 𝐛𝐹𝐭𝐭𝐹𝐩 đźđ© – escalation to […] more

S&OE – The “ugly duckling”


S&OE – the “ugly duckling” is becoming “the most beautiful bird”. 𝐒&𝐎𝐏 and 𝐈𝐁𝐏 are core business processes in many organisations and we love to be đ“ˆđ“‰đ“‡đ’¶đ“‰đ“źđ“°đ’Ÿđ’ž and đ“…đ“‡đ“žđ’¶đ’žđ“‰đ’Ÿđ“‹đ“ź. What about 𝐒&𝐎𝐄, where it seems to be all about đ“‡đ“źđ’¶đ’žđ“‰đ’Ÿđ“ƒđ“° on current challenges? Many companies focus mainly on day to day operational activities in their […] more

Business Organisations and Natural Ecosystems


The extermination of Yellowstone’s gray wolf provides an example of the consequences of a “đ˜±đ˜łđ˜Šđ˜„đ˜Șđ˜€đ˜” đ˜ąđ˜Żđ˜„ đ˜€đ˜°đ˜Żđ˜”đ˜łđ˜°đ˜­” approach, where a change is imposed onto a complex system from outside. đ‘©đ’–đ’”đ’Šđ’đ’†đ’”đ’” 𝒐𝒓𝒈𝒂𝒏𝒊𝒔𝒂𝒕𝒊𝒐𝒏𝒔 and 𝒏𝒂𝒕𝒖𝒓𝒂𝒍 𝒆𝒄𝒐𝒔𝒚𝒔𝒕𝒆𝒎𝒔 have a few things in common: ⇹ Complex systems are in a 𝐜𝐹𝐧𝐭𝐱𝐧𝐼𝐹𝐼𝐬 state of đŸđ„đźđ±. ⇹ Cause and effect relationships […] more

The Magic Formula for Customer Centricity


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

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


👉 #2 – Address the number right: measure the metrics and KPIs in the way your Customer does That is one of three steps proposed by Pierre Mille in his recent LinkedIn Article 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 𝐇𝐑 Performance Management is about đąđ§đđąđŻđąđđźđšđ„đŹ, 𝐒&𝐎𝐏 Performance Management is about đ­đžđšđŠđ°đšđ«đ€. A whole new ball game
 Collaboration in S&OP is often hampered by contradicting financial đ«đžđ°đšđ«đđŹ. The đŸđšđ«đœđžđ ranking of high, medium & low performers can be a painful exercise, that also undermines S&OP teamwork. Personal performance targets, that are based on đ©đšđŹđ­ […] more

Performance Management Challenges


“PERFORMANCE MANAGEMENT CHALLENGES” was the topic of Monday’s IBSing Pioneers call. PERFORMANCE refers to how well an activity or job is done. On discussing the topic “HIGH-PERFORMERS” and what we admired most, we came to the conclusion that “INTRINSIC MOTIVATION” is the key to excellent performance. The traditional “carrot and stick” approach that is still being used […] more

A conscious decision how to take decisions


𝐂𝐹𝐧𝐬𝐞𝐧𝐬𝐼𝐬 𝐝𝐞𝐜𝐱𝐬𝐱𝐹𝐧-đŠđšđ€đąđ§đ  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 đŠđšđ­đžđ«đąđšđ„ flow. Planning systems then shifted its focus towards mastering the E2E đąđ§đŸđšđ«đŠđšđ­đąđšđ§ 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 “Artificial Intelligence (AI) in S&OP”. 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 𝓐𝓡𝓣! The 𝓐𝓡𝓣𝓘𝓱𝓣𝓱 are the S&OP and IBP leads who balance “Standard Work”, “S&OE” and “IBP”. Thanks to participants of last week’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 𝓐𝓡𝓣𝓕𝓘𝓒𝓘𝓐𝓛 Intelligence into […] more

“7 Habits of Highly Effective People”


𝐊𝐔𝐃𝐎𝐒 to Nathalie Tu 🙏 for that awesome visualization of the book “7 𝐇𝐚𝐛𝐱𝐭𝐬 𝐹𝐟 đ‡đąđ đĄđ„đČ 𝐄𝐟𝐟𝐞𝐜𝐭𝐱𝐯𝐞 đđžđšđ©đ„đžâ€ from đ‘ș𝒕𝒆𝒑𝒉𝒆𝒏 đ‘č. đ‘Ș𝒐𝒗𝒆𝒚. That book had a profound impact on my đ©đžđ«đŹđšđ§đšđ„ life & new đ©đ«đšđŸđžđŹđŹđąđšđ§đšđ„ venture ( ). Many other insightful books fit nicely into the frame of the “7 HABITS”: ✰ 1) BE PROACTIVE ⇹ Full Catastrophe […] more

30% success rate is no longer good enough!


“70% 𝐹𝐟 𝐜𝐡𝐚𝐧𝐠𝐞 đ©đ«đšđ đ«đšđŠđŹ đŸđšđąđ„ to achieve their goals, largely due to employee resistance and lack of management support.“ (𝘉. đ˜Œđ˜žđ˜Šđ˜Żđ˜Žđ˜”đ˜Šđ˜Ș𝘯, đ˜”đ˜€đ˜’đ˜Ș𝘯𝘮𝘩đ˜ș, 2015) McKinsey article The journey towards success in change programs is never a direct one. We always encounter đđąđŸđŸđąđœđźđ„đ­đąđžđŹ, đ›đšđ«đ«đąđžđ«đŹ, and đœđšđ§đŸđ„đąđœđ­. When a team’s potential is fully exploited in overcoming a challenge […] more

I am so đŸ„š-cited!


đŸ„š-cellent Easter! Run đŸ„š-strashifts in the hen house Build đŸ„š-cess inventory to cover the đŸ„š-ceptional seasonal demand Prevent inventory đŸ„š-spiry issues Secure đŸ„š-sternal supplier capacity Strengthen đŸ„š-schange of information Ask your IBSIng đŸ„š-sperts for đŸ„š-samples and always đŸ„š-spect the un-đŸ„š-spected You are an 𝐒&𝐎𝐏/𝐈𝐁𝐏 đ©đ«đšđœđ­đąđ­đąđšđ§đžđ« in a corporate company? You are passionate about the đ©đžđšđ©đ„đž […] more

“Machine Learning” and “Consciousness in Business”


“𝐌𝐚𝐜𝐡𝐱𝐧𝐞 đ‹đžđšđ«đ§đąđ§đ â€ and â€œđ“’đ“žđ“·đ“Œđ“Źđ“Čđ“žđ“Ÿđ“Œđ“·đ“źđ“Œđ“Œ đ“Čđ“· đ“‘đ“Ÿđ“Œđ“Čđ“·đ“źđ“Œđ“Œâ€ in combination have the potential to make our workplace ÌłaÌłwÌłeÌłsÌłoÌłmÌłeÌł! 𝐌𝐚𝐜𝐡𝐱𝐧𝐞 đ‹đžđšđ«đ§đąđ§đ  is an important trend to master the đœđšđŠđ©đ„đąđœđšđ­đžđ 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.” 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 “managing complexity (and chaos) in times of crisis” (Dave Snowden and Alessandro Rancati) more

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


“ALLOCATION BY DECIBEL” is a chaotic way of reacting to sudden product shortage. “ALLOCATION 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 “operating system” 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 “INTERNATIONAL WOMEN’S DAY” 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 Snowden and Alessandro Rancati 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 PRINTÂź 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 – AT […] more

Leadership Trainings and Kids’ Birthday Parties


Fifteen years ago we organised our son’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 “influencing stakeholders” 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 the framework to increase “consciousness in business”. The 7 Habits of highly effective people – Stephen R. Covey Full Catastrophe Living – 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 “INFLUENCING STAKEHOLDERS”. 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? “A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves.” 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


Yesterday’s 8th IBSing pioneers network group meeting was about “Learning – from top down strategy to self-correction”. 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….


đŸ˜€ Calm down and take a breath đŸ„Ž Avoid personal judgements and wild interpretations 😳 Connect to your feelings and personal needs 🙄 Listen empathetically and be curious about the other person’s needs đŸ€— Start a dialogue to define a strategy based on needs đŸ€© Welcome the emerging solution openly đŸ€“ Capture the learning 🙃 […] 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: đŸ”„ UNDERSTAND THE CONTEXT -simple – sense, categorize, respond to fire -complicated – sense, analyse with expertise, respond to fire -complex – probe with experiments, sense if you see improvements, and respond accordingly -chaotic – 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 unknowns—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."  Mikhail Gorbachev, more

Feelings in Business?


❀Feelings in business? No way, I hate feelings and emojis! Absolutely unprofessional! 😡 Many of the most compelling love stories are unfortunately tragic ones like ROMEO❀JULIET In business, tragic love stories also exist between RESULTS❀BEHAVIOURS: “LOST REVENUES”❀“SILO-THINKING” “EXPLODING INVENTORIES”❀“DRIVING OWN AGENDA” 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: “Is my behaviour in this moment the greatest contribution I can make to the effectiveness of this collaboration?” (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 “predict and control” approach. Issues are addressed, assuming that everything can be fixed as soon as the “cause and effect” 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 “machines”, get ready for the future, and behave like “living organisms”. On which new paradigms should those organisations focus first? On Monday, 14th Sep from 16:00-17:00 CET, we will kick off the “IBSing Practitioner” 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 – time to start something new On Sunday the 7th December 1969, my humble self, called “Heli”, 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