Many businesses are brilliant at execution, and brilliant at executing the wrong things. Dov Shenkman, CEO of Atid Group, explains why profit is a result, not a goal, and what that means for S&OP, IBP and AI.
Research shows 95% of employees don't understand their company's strategy. Traditional planning approaches fail in today's VUCA business environment. Discover why organizations need rules-based strategy frameworks using the Emergent Approach to bridge the implementation gap and create real-time guidance for decision-making.
Hardwire strategy into your organisation with Mark Blackwell's practical video presentation. Learn collaborative implementation methods that turn boardroom plans into daily decisions using proven frameworks and actionable insights.
ADKAR fails as a change management fail when it is treated as a checklist rather than collaborative processes. Discover how combining ADKAR's individual change model with Arkaro's "do it with you" approach creates lasting transformations — moving beyond slide decks to sustainable results
Organizational silos silently erode business performance. Integrated Business Planning isn't just an S&OP evolution—it's a powerful consensus-driven management process that implements strategy through structured cross-functional collaboration. By working from one set of numbers, companies gain agility, make faster decisions, and transform strategic plans into reality.
Planning processes guide business direction while execution processes bring plans to life day-to-day. When these boundaries blur, organizations face planning myopia, leadership disengagement, and reactive cultures. Maintaining distinct yet connected processes ensures both strategic foresight and operational excellence.
Is your S&OP or IBP process delivering expected results? Before abandoning it, consider Sinek's Golden Circle approach—revisit why you need it, how it's executed, and what it entails. Many implementations fail by focusing too much on mechanics and too little on strategic purpose and cultural requirements.
While many organisations still rely on traditional Sales & Operations Planning (S&OP) to balance supply and demand, today's business challenges demand a more comprehensive approach. IBP evolved from S&OP to become the core consensus-driven managing process for business strategy implementation. Yet many organisations struggle to make this transition effectively, missing opportunities for both top and bottom-line improvements.