planning process that integrates across multi-site, multi-division businesses. Old ways of working and operating mean that organisations usually struggle to capture vital internal data, and therefore can’t transform it into actionable data. For larger enterprises, it’s an exceptionally complex problem, with so many parts of the system making databases hard to access and connect with others. At the same time, CEOs and departmental leaders are drowning in data. To try and make sense of it all, executive teams tend to fall into spreadsheet hell. As a result, too much of an organisation’s energy is often expended on creating views of the operational process so that opportunities are squandered and threats are missed. Now, CEOs with progressive mindsets can replace the fog of frustration caused by a lack of quality and timely datawith enlightenment and alter tack to achieve optimal outcomes in any situation. Using IBP, CEOs armed with data from across the business can run and reconfigure operations. This change in approach must come from the leadership, though. An evolved business model with rolling horizons can convert crises into opportunities. If business leaders understand what they need to do according to what has been modelled into the technology, they can realign the organisation. Transforming how organisations are run Further, a competitive advantage is gained by those businesses that analyse and share more data – alongside a trusted partner, to increase scale and speed – and train teams to make the best use of the information at their fingertips. This collaborative and unified approach to data management means organisations will better cope when buffeted by volatility in near and distant timescales. And, scanning further ahead on the business transformation journey, a hierarchyflattening, self-service capability, where skilled individuals have the tools and talent to alter course at pace if required and shape strategy, is attainable through investment in IBP. The real value is generated by bringing together data from all functions so that there is executive and operational alignment. With that visibility, minor – or significant – adjustments can be overlaid and implemented more efficiently. Ultimately, the agility required to stay afloat and improve the business process is attainable with the right holistic planning process. However, the flexible, forward-thinking and silo-breaking approach only works if people, processes and technology are integrated seamlessly. Thanks to technological advancements and a strategic alliance announced in September 2022 with Board International, the nextgeneration IBP product is on the horizon. The partnership is leveraging Board’s Intelligent Planning capabilities in conjunction with OliverWight’s IBP model to deliver a unified, integrated solution. Having listened to clients’ pain points, we have been working together to build a first-of-its-kind system that can achieve an IBP process, right the way from strategy to execution. CEOs seeking to boost operational visibility to steer away from trouble and towards optimal outcomes in 2023 and beyond are advised to keep an eye out for developments in the coming months. Learn More here: https://bit.ly/OliverWight_Board 45 LESSONS IN LEADERSHIP
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