Like a world-class chess player, scenario planning allows you to anticipate moves and counter moves to visualize how the “game” will play out and adjust your strategy and plans before the game begins! 

Ironically, the higher up you go in most organizations, the more unreliable and challenging the information that drives decision-making becomes. The main issue is the same as it has always been – behavior. And it is not necessarily a deliberate decision to operate in a certain way – but more about the continuing challenges modern leaders face to balance expectation, ambition, and risk.

What’s the best way to cope with a crisis?

How to make chronic inventory issues a thing of the past. 

Does your IBP process have rhythm or arrhythmia?

Eric Deutsch and Timm Reiher answer questions they are frequently asked about the schedule and cadence of Integrated Business Planning (IBP).

The topics covered include:

•       The typical review meeting schedule
•       The pre-tasks required to ensure effective reviews
•       Is it okay to skip reviews
•       What happens when reviews are combined
•       The disadvantages of conducting IBP quarterly instead of monthly

After reading this white paper, you will be able to assess the rhythm of your IBP process and whether improvements are needed.

If your company is just starting to operate IBP, you will know the cadence pitfalls to avoid in designing the IBP process.