Two business units run the same IBP software and get very different results. Eric Wilson, author of Beyond Borders, explains why culture is the variable most implementations leave off the agenda.
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.
Karen-Marie Katholm led 14,000 employees through a supply chain transformation at Akzo Nobel. Her insight: most organisations invest heavily in processes and systems but underinvest in capabilities. Technical expertise is the price of entry. Human-centric leadership is the differentiator.
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.
The Product Review within S&OP-IBP brings strategic value beyond tracking product introductions and exits. By balancing market demands with operational capabilities, even single-product businesses can optimize profitability through this critical process. Arkaro's approach ensures the Product Review drives strategy execution across the 24-month planning horizon.
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.