News

“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 𝐟𝐢𝐧𝐚𝐧𝐜𝐢𝐚𝐥 𝐫𝐞𝐜𝐨𝐧𝐜𝐢𝐥𝐢𝐚𝐭𝐢𝐨𝐧 𝐢𝐧 𝐒&𝐎𝐏 between commercial and operations. Here some highlights from our discussion. 𝐓𝐞𝐜𝐡𝐧𝐢𝐜𝐚𝐥 𝐂𝐡𝐚𝐥𝐥𝐞𝐧𝐠𝐞𝐬: 𝑫𝒂𝒕𝒂: must be comparable, units of measure need to be clear, average selling […]

…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 […]

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 […]

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. 𝐈𝐧𝐢𝐭𝐢𝐚𝐭𝐞 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 […]

Humans have the gift to feel 𝐭𝐞𝐧𝐬𝐢𝐨𝐧𝐬 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 “𝐡𝐮𝐦𝐚𝐧 𝐬𝐞𝐧𝐬𝐨𝐫 𝐧𝐞𝐭𝐰𝐨𝐫𝐤 (𝐇𝐒𝐍)” responding to business triggers. The HSN is an underutilized web with huge potential to drive in your organisation 𝐚𝐠𝐢𝐥𝐞 […]

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 […]

Sometimes the initial 𝑺&𝑶𝑷 𝑽𝒊𝒔𝒊𝒐𝒏 and the 𝑺&𝑶𝑷 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 𝑺&𝑶𝑷. The list is long! Three Top tips to make your process sustainable arising from the session: 1. Secure top 𝒍𝒆𝒂𝒅𝒆𝒓𝒔𝒉𝒊𝒑 𝒊𝒏𝒗𝒐𝒍𝒗𝒆𝒎𝒆𝒏𝒕 2. Clear […]

Why walk a long distance, when you can ride a bicycle? Why run S&OP in Excel, when we can use better tools? The 𝐛𝐢𝐜𝐲𝐜𝐥𝐞 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 […]

…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 𝐭𝐞𝐚𝐦 𝐞𝐧𝐠𝐚𝐠𝐞𝐦𝐞𝐧𝐭 and 𝐨𝐫𝐠𝐚𝐧𝐢𝐬𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐩𝐞𝐫𝐟𝐨𝐫𝐦𝐚𝐧𝐜𝐞? LinkedIn Post

What can we do to avoid a shift from a 𝐩𝐫𝐨𝐚𝐜𝐭𝐢𝐯𝐞 S&OP to 𝐫𝐞𝐚𝐜𝐭𝐢𝐯𝐞 S&OP towards the second half of the year? I am curious about your experience and suggestions! The 𝐭𝐨𝐩 5 𝐢𝐁𝐬𝐢𝐧𝐠 𝐬𝐮𝐠𝐠𝐞𝐬𝐭𝐢𝐨𝐧𝐬 to achieve the financial targets 2021 whilst remaining proactive and focused on the organisational purpose:   😱 𝐂𝐮𝐬𝐭𝐨𝐦𝐞𝐫 𝐬𝐞𝐫𝐯𝐢𝐜𝐞 issues […]