Emotions in a Breath-Taking Moment


“As you stand atop Everest’s summit, what words would capture the essence of your emotions in that breath-taking moment?” was our icebreaker question at the event: “The Journey Towards IBP: Do We Need Roadmaps or Sherpas?” I was inspired by Monday’s iBsing pioneers call led by Alpaslan Keser, where we explored the parallels between a successful Everest […] more

Conquer IBP on an epic quest


Attention IBP/S&OP practitioners! Get ready for the most thrilling adventure yet! Move over “Everest,” “K2,” and “Seven Years in Tibet” because we’re about to embark on a blockbuster journey like no other. Join us on Monday, May 22nd from 4-5pm CET for the 43rd iBsing pioneers as we set out to conquer the summit of […] more

Top Down or Bottom Up?


While many consultants and experts claim that 𝑰𝒏𝒕𝒆𝒈𝒓𝒂𝒕𝒆𝒅 đ‘©đ’–đ’”đ’Šđ’đ’†đ’”đ’” đ‘·đ’đ’‚đ’đ’đ’Šđ’đ’ˆ (đ‘°đ‘©đ‘·) cannot succeed without full commitment and mandate from the đ‘Ș-𝑳𝒆𝒗𝒆𝒍 𝒃𝒐𝒂𝒓𝒅, I beg to differ. In our recent iBsing pioneers Meeting, we discussed how to overcome the common challenges and pitfalls of IBP, including shadow behaviours that undermine the process. One of the breakout […] more

A straightforward solution to reduce shadow behaviours in IBP


Last week’s 42nd iBsing pioneers call featured a 5-minute icebreaker session in which around 20 Integrated Business Planning (IBP) and Sales and Operations Planning (S&OP) practitioners shared their experiences with “shadow behaviours” commonly encountered in IBP. After analyzing these behaviours, a straightforward solution has been confirmed: 𝑰𝒏𝒕𝒆𝒈𝒓𝒂𝒕𝒆𝒅 đ‘©đ’–đ’”đ’Šđ’đ’†đ’”đ’” đ‘ș𝒆𝒏𝒔𝒊𝒏𝒈 (đ’Šđ‘©đ’”đ’Šđ’đ’ˆ). This structured approach nurtures consciousness […] more

No System Alert can beat the Gut Feeling of an IBP Expert!


Investing in Integrated Business Planning (IBP) system solutions can be incredibly valuable. These solutions have the potential to significantly increase transparency, automation, efficiency, decision-making, and overall business performance
it’s important not to overlook the importance of the “human sensor network”. IBP experts often have a deep understanding of how different parts of an organization […] more

From Shadow to Best Self


“Shadow behaviours” can be a major cause of dysfunction in organizations. But which one is the most critical to address? In our next iBsing pioneers call, we’ll be exploring this topic and discussing how we can shift from these negative behaviours to our “best selves.” To kick off the conversation, I’d like to know your […] more

From Shadow Behaviour to Best Self in IBP


Three years ago, I embarked on a journey with the vision of developing “Integrated Business Sensing (iBsing)” as a complementary framework to the Integrated Business Planning (IBP) process. While IBP is focused on process capabilities, system capabilities, and people competencies, the iBsing framework emphasizes behavioural aspects. I am grateful to see many IBP practitioners join […] more

One Set of Numbers


Last week’s iBsing call was an inspiring experience, starting with an insightful teaser by Neil MacLeod on “One Set of Numbers,” followed by fantastic breakout sessions that delivered amazing insights. One Set of Numbers After analysis of the material developed in the 20-minute breakout session, I’d like to share my three key conclusions: What is the BENEFIT? […] more

How to describe IBP in 5 words?


Yesterday’s iBsing call brought together IBP experts from various companies and posed an interesting question: “What phrase best describes IBP (maximum 5 words)?” I was impressed by the insightful responses generated in just 2 minutes. What’s your favorite description, or do you have another one to add? Integrated Business Planning (IBP) is
 1.     Strategic in nature […] more

CEO Wanted!


Recently, a new LinkedIn connection asked me how C-Level leaders are reacting to the purpose statement in my profile, “Holding space for consciousness in business to nurture team engagement and boost performance!” Here’s my take: Fortunately, CEO is not the abbreviation for “Cowardly, Egocentric, Old-fogyish”. I have had the pleasure of meeting many C-Level executives […] more

One (set of) number(s) ???


We had already 40 iBsing pioneers calls, there are still innumerable S&OP/IBP/iBsing topics to be explored, and our network is further increasing! S&OP / IBP practitioners are invited to the next iBsing pioneers calls for networking and learning. 41 – 27th March “One (set of) number(s) ???” Neil MacLeod – a passionate IBP Practitioner! 42 – 24th […] more

Playfulness in Business?


“The creation of something new is not accomplished by the intellect but by the play instinct.” Carl Jung Last week’s iBsing pioneers call was an insightful experience as we explored the ” đ“»đ“Čđ“żđ“źđ“» 𝓾𝓯 đ“­đ“źđ“¶đ“Șđ“·đ“­ ” within different companies in three breakout groups. The playful exercise yielded amazing insights in less than half an hour. […] more

“Change before you have to.” (Jack Welch)


Today is a special day for me – exactly 20 years ago, I decided to quit smoking for good. I tried to quit many times before without success, but I never gave up on my desire for change. I kept trying until it finally happened. Change can be tough, and it can feel like we’re […] more

Feedback or Criticism?


Expressing đŸđžđžđđ›đšđœđ€ is about communicating how someone’s observed behaviour made you feel, keeping the response constructive for both parties. 𝐈𝐭’𝐬 𝐚𝐛𝐹𝐼𝐭 𝐭𝐡𝐞 đ đąđŻđžđ«. It’s an opportunity for emotional openness and collaborative efforts to improve the relationship between the giver and receiver. On the other hand, đœđ«đąđ­đąđœđąđŹđŠ is a direct evaluation of someone’s behaviour and is […] more

Do you understand your “River of Demand”?


After the success of January’s iBsing pioneers call I am delighted that Nicole Miara, Digital Transformation Lead, has accepted the invite to provide a second session on “𝐁𝐱-đƒđąđ«đžđœđ­đąđšđ§đšđ„ đŽđ«đœđĄđžđŹđ­đ«đšđ­đąđšđ§â€. This time, we will explore “Rivers of Demand”. S&OP and IBP practitioners from the industry who would like to join our peer network, please register on the […] more

Enabling best-self behaviours in big organisations


As teams in large corporate organizations face complex issues with multiple layers, diverse stakeholders, no prior precedent, and endless response options, traditional planning processes and change management approaches may prove limiting, being designed for a “predict and control” environment rather than a “sense and respond” one. Consequently, stress and dysfunction may occur within the organization. […] more

Yesterday 10 strangers – today an engaged team!


After three years of dedicated development, the đˆđ§đ­đžđ đ«đšđ­đžđ 𝐁𝐼𝐬𝐱𝐧𝐞𝐬𝐬 𝐒𝐞𝐧𝐬𝐱𝐧𝐠 (𝐱𝐁𝐬𝐱𝐧𝐠) framework has exceeded my expectations with a successful đ©đ«đšđšđŸ 𝐹𝐟 đœđšđ§đœđžđ©đ­ during our first big-scale project with customers. This result has allowed us to đ€đąđœđ€ 𝐹𝐟𝐟 𝐭𝐡𝐞 𝐱𝐁𝐬𝐱𝐧𝐠 đđšđ«đ­đ§đžđ« đđžđ­đ°đšđ«đ€ last week. iBsing is designed to address two pressing issues faced by many large […] more

Successful Transformation?


“Change management” cannot be separated from the operation of a business, and even the most effective change management will not succeed in a harmful work culture.   LinkedIn Post more

Bi-Directional Orchestration


Our 39th iBsing Pioneers session was a cool session 😎 , with a brilliant guest speaker Nicole Miara, and many attendees. During the session, we discussed the biggest business challenges for 2022, including: ‱          Issues in the energy market ‱          Semiconductor shortages ‱          Volatile demand ‱          Little interest in major start-up investment ‱          Steep price increase of metals in Q1 2022 […] more

How are you running your Business?


Like a machine or like a living organism? Three years ago, I thought that running a business like a machine is nonsense! Working in corporate organisations can feel like it’s only about
 1.      Being measured and compared against certain targets 2.      Increasing pressure to improve performance and output 3.      Avoiding mistakes 4.      Predicting the future 5.      Controlling the alignment with […] more

We need a Business Case and a “Good Story”


Here are some take-aways from yesterday’s iBsing pioneers session about “Digital Transformation” Why do we do the change? ⇹ We need a business case and a compelling story to tell the organisation. How are we doing the change? ⇹ Step by step – start small and then scale up. What are the key challenges? ⇹ […] more

Executive Interview (EMEA Recruitment)


Link to Interview  December 12, 2022 Helmut Leitner is the Founder of Heliblick in Zug, Switzerland, a management consultancy that developed the iBsing framework. He is also a Board Member at CSCMP Roundtable Switzerland, after having a successful Supply Chain career in companies such as Johnson & Johnson, Merck, Sharp & Dohme and Smith & Nephew. You […] more

What is the best way to bring the right data into the cloud?


I thank Heymen Jansen from ProMatters for a brilliant overview on â€œđƒđžđ©đ„đšđČ𝐩𝐞𝐧𝐭 𝐹𝐟 đđ«đšđœđžđŹđŹ 𝐌𝐱𝐧𝐱𝐧𝐠 đ“đžđœđĄđ§đšđ„đšđ đČ 𝐱𝐧 𝐩𝐚𝐧𝐚𝐠𝐱𝐧𝐠 𝐚𝐧 𝐄2𝐄 đ’đźđ©đ©đ„đČ 𝐂𝐡𝐚𝐱𝐧” in our Nov 22 iBsing pioneers call. Thanks to the S&OP and IBP experts participating in the call for discussing potential IBP applications and barriers. Here are some key take aways: Process Mining can be used to
 […] more

The Virtuos Cycle of Excellent Culture –> Excellent Engagement –> Excellent IBP


I had the pleasure to join the CParity Event in Amsterdam with >200 S&OP IBP experts and to learn from many awesome speakers about all aspects of IBP. I contributed with two sessions. In the presentation “𝐒𝐞𝐭𝐭𝐱𝐧𝐠 đźđ© 𝐈𝐁𝐏 𝐚𝐬 𝐭𝐡𝐞 𝐩𝐚𝐱𝐧 đđ«đąđŻđžđ« 𝐹𝐟 đ‚đźđ„đ­đźđ«đšđ„ đ“đ«đšđ§đŹđŸđšđ«đŠđšđ­đąđšđ§â€ I had the opportunity to explain that a good […] more

“Do we want to integrate processes by integrating systems or by integrating data?”


I am excited that Heymen Jansen has accepted the invite to be the guest speaker in our next iBsing pioneers call on Monday, 28th Nov from 16:00 – 17:00 CET! He will provide valuable insights on deployment of đ‘·đ’“đ’đ’„đ’†đ’”đ’” 𝑮𝒊𝒏𝒊𝒏𝒈 đ‘»đ’†đ’„đ’‰đ’đ’đ’đ’đ’ˆđ’š 𝒊𝒏 𝒎𝒂𝒏𝒂𝒈𝒊𝒏𝒈 𝒂𝒏 𝑬2𝑬 đ‘ș𝒖𝒑𝒑𝒍𝒚 đ‘Ș𝒉𝒂𝒊𝒏 before we go into small breakout groups for learning and […] more

S&OP to IBP – Summit in Amsterdam


I will be speaking at the upcoming 7th Annual S&OP to Integrated Business Planning (IBP) Summit scheduled for 1st – 2nd December, 2022, at The Leonardo Royal Hotel Amsterdam, organized by Cparity Event. I look forward to connecting with you and sharing insight on my topic “đ‘ș𝒆𝒕𝒕𝒊𝒏𝒈 𝒖𝒑 đ‘°đ‘©đ‘· 𝒂𝒔 𝒕𝒉𝒆 𝒎𝒂𝒊𝒏 𝒅𝒓𝒊𝒗𝒆𝒓 𝒐𝒇 𝒄𝒖𝒍𝒕𝒖𝒓𝒂𝒍 𝒕𝒓𝒂𝒏𝒔𝒇𝒐𝒓𝒎𝒂𝒕𝒊𝒐𝒏” […] more

“Customer Beliefs” are not always “Customer Needs”!


If I had asked my customers what they wanted, they would have said: A better budget planning process. #iBsing LinkedIn Post more

Valuable Mentor-Advice: “Nourish your external network!”


Some years ago, I had an exciting job, a lot of responsibility on my shoulders, and I was struggling with my workload. All my focus was on operational priorities, organisational changes, system implementations and team development. I asked my mentor for advice. I did not expect the answer: “Nourish your external network!” I was super […] more

The most popular IBP process: ALLOCATION!


In the midst of “VUCA world” the product allocation process is further increasing its importance! I am looking forward to insights from our guest speaker: Khadidja Bouallaga Francis, Global Demand Manager at Guerbet. Khadidja has just finished her MBA Supply Chain Management with a master thesis on the topic of “Implementation of IBP”. She will provide us […] more

“The state of S&OP in Finland”


“The state of S&OP in Finland” was the topic of the Sep 22 iBsing pioneers call with almost 20 S&OP and IBP practitioners from different industries. Many thanks to Timo Rantala, who provided the introduction speech and shared preliminary results of an ongoing academic research from Arcada University of applied sciences involving real IBP/S&OP practitioners. Special […] more

IBP is not “black and white”!


The Truth is not in the middle, and not in one extreme; but in both extremes. (Charles Simeon) In yesterday’s iBsing pioneers call a controversial question has been discussed: “What is the purpose of IBP?” Integrated Business Planning (IBP) is not about “who is right, who is wrong”, but about trade-offs. Integrated Business Sensing (iBsing) […] more

New IBP perspectives from Finland!


“Ei kysyvĂ€ tieltĂ€ eksy.” Is a Finnish saying and means: “Who asks for the road doesn’t get lost.” In that spirit I am looking forward to new perspectives from our guest speaker: Timo Rantala, Head of Integrated Business Planning at Tikkurila will provide an update on “The status of S&OP in Finland”, which is based on […] more

Supply Chain Management versus Impression Management


C-Level leaders are more and more reliant on Supply Chain Managers because
 ⇹ they have the 𝐟𝐚𝐜𝐭𝐬 ⇹ they address the đ«đšđšđ­ 𝐜𝐚𝐼𝐬𝐞𝐬 ⇹ they are đœđšđ„đ„đšđ›đšđ«đšđ­đąđŻđž ⇹ they have the đœđźđŹđ­đšđŠđžđ« 𝐱𝐧 𝐩𝐱𝐧𝐝 ⇹ they are striving towards 𝐜𝐹𝐧𝐭𝐱𝐧𝐼𝐹𝐼𝐬 đąđŠđ©đ«đšđŻđžđŠđžđ§đ­ However, what happens if the C-Level leaders
 ⇹ do not want to hear the […] more

Demings 14 points: 40 years later – what has changed?


In 1982, William Edwards Deming (1900-1993) – the leading management thinker in the field of quality – presented “Deming’s 14 points” in his book “Quality, Productivity, and Competitive Position” (later renamed “Out of the Crisis”). In 2022, Deming’s 14 points are still valid, and 𝐩𝐹𝐬𝐭 đœđšđŠđ©đšđ§đąđžđŹ đšđ«đž 𝐧𝐹𝐭 đŹđźđœđœđžđŹđŹđŸđźđ„ 𝐱𝐧 𝐠𝐞𝐭𝐭𝐱𝐧𝐠 đŸđźđ„đ„ 𝐭𝐞𝐚𝐩 𝐞𝐧𝐠𝐚𝐠𝐞𝐩𝐞𝐧𝐭 𝐚𝐧𝐝 […] more

Setting up IBP as the main driver of cultural transformation


I am looking forward to the 7th Annual “S&OP to Integrated Business Planning (IBP)” Summit on 1-2 Dec 2022 in Amsterdam! That will be a great opportunity to learn more about current IBP trends from high calibre speakers of top companies across different industries. As part of that event, I am pleased to present some […] more

If the WHY and the HOW of IBP are clear, the WHAT will be easy!


I am looking forward to provide the introduction presentation for the 34th iBsing pioneers call on Mon, 22nd Aug at 16:00 to 17:00 CET. The topic will be the “WHY, HOW and WHAT of IBP.” From my experience, most IBP teams have a great focus on the “WHAT” and the “WHY” (e.g. Financial Health). However, […] more

iBsing Newsletter


–         The other department has no clue –         IBP will never work –         newsletters will always suck 👎 😟 For those who are more optimistic and who are looking into
 –         fostering collaboration and team 𝒆𝒏𝒈𝒂𝒈𝒆𝒎𝒆𝒏𝒕 across organisations –         boosting organisational 𝒑𝒆𝒓𝒇𝒐𝒓𝒎𝒂𝒏𝒄𝒆 and improvement via IBP –         the Integrated Business Sensing (đ’Šđ‘©đ’”đ’Šđ’đ’ˆ) framework 
 please just let me know. I could […] more

Is your IBP information ESSENTIAL for your organisation?


“If it isn’t a clear yes, then it’s a clear no.” (Greg McKeown) Thanks to Ling Pizzinato, Director Global Supply Chain at Teva, for the insightful presentation: “How to connect, simplify and filter information in IBP?” in yesterday’s 33st iBsing pioneers call. Despite the holiday period we had a fantastic group of eight S&OP/IBP practitioners who […] more

IBP transformation must be driven internally!


Integrated Business Planning (IBP) is a brilliant process to nurture cross-functional team engagement and achieve outstanding organisational performance. From my experience a 𝒎𝒂𝒋𝒐𝒓 𝒑𝒂𝒓𝒕 𝒐𝒇 𝒂𝒏 đ‘°đ‘©đ‘· 𝒕𝒓𝒂𝒏𝒔𝒇𝒐𝒓𝒎𝒂𝒕𝒊𝒐𝒏 𝒎𝒖𝒔𝒕 𝒃𝒆 𝒅𝒓𝒊𝒗𝒆𝒏 𝒃𝒚 𝒕𝒉𝒆 𝒊𝒏𝒕𝒆𝒓𝒏𝒂𝒍 𝒕𝒆𝒂𝒎𝒔. However, there are some areas, where external consultancy can be of great support. Principles for a successful IBP transformation: ⇹ […] more

More Focus on the Common Ground!


In last week’s “iBsing pioneers” session we explored the question “How to align different IBP stakeholders with different departmental requirements?” One group had a suggestion: Let’s put less focus on the different departmental needs, and more focus on the common ground! How should we balance time, resource, and cost to get the best outcome for […] more

IBP in a government organisation – how to align different stakeholders


I am pleased to announce the speaker of the 32nd iBsing pioneers call on 27th June 2022 at 16:00 to 17:00 CET: Fernando Collazo, Senior Manager IBP at ANSTO will share profound insights about IBP in governmental organisations. In the breakout sessions we will explore how to facilitate between stakeholder groups with different interests and […] more

How to sell S&OP internally? Avoid the penguin zone!


Last week in the iBsing pioneers call we discussed the topic “How to sell S&OP internally?”. Nearly 20 S&OP / IBP practitioners from different industries and regions joined the call. The breakout groups discussed an impressive number of ideas how to address typical objections against S&OP (see post-it notes). Alexandra Eberhard, Director Supply Chain Global […] more

How to sell S&OP internally?


The 31st iBsing pioneers call on Mon, 23rd May from 16:00-17:00 CET will focus on “𝑯𝒐𝒘 𝒕𝒐 𝒔𝒆𝒍𝒍 đ‘ș&đ‘¶đ‘· 𝒊𝒏𝒕𝒆𝒓𝒏𝒂𝒍𝒍𝒚?”. In small breakout groups, đ‘ș&đ‘¶đ‘· / đ‘°đ‘©đ‘· 𝒑𝒓𝒂𝒄𝒕𝒊𝒕𝒊𝒐𝒏𝒆𝒓𝒔 from different sectors will discuss that topic with peers for 𝒍𝒆𝒂𝒓𝒏𝒊𝒏𝒈 𝒂𝒏𝒅 𝒏𝒆𝒕𝒘𝒐𝒓𝒌𝒊𝒏𝒈. I am thrilled that Alexandra Eberhard – Director Global Supply Chain at Selectchemie AG […] more

“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