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In this blog Mike Reed explains how high-performing companies use a monthly Integrated Business Planning process to ensure their strategies are effectively deployed.
While most senior business executives could not have predicted a global pandemic, those whose businesses prepared to deal with unforeseen events have proven themselves the winners in the current crisis.
The final part of our Response Readiness blog series looks at operationalising and executing contingency plans and feeding information back into the process.
Once you've identified the challenges and opportunities facing your business it's time to create contingency plans for each scenario and determine when they should be triggered.
To help organisations get ready to respond to the multiple futures that may exist in 2021 and beyond, we have created a 10-step Scenario and Contingency Action Planning process.
In the third part of our blog series, we explain how to identify the critical uncertainties you should create scenario and contingency action plans for.
We look at the first two steps in our Scenario and Contingency Action Planning process - identifying the forces shaping your business' future.
How will you ensure your organisation is ready to respond to potential futures that lie ahead?
Oliver Wight Asia Pacific Partner, Stuart Harman, talks to Supply Chain Asia about the six critical elements that will get your business ‘Ready to Respond’ to the post-COVID-19 future.
Is your business ready to get back in the race? Discover how to prepare your supply chain for a restart like they do in the modern Formula 1.
As we emerge from lockdown, we're being told to prepare for the 'new normal', but what does this mean, and what do we need to do to capture the opportunities presented to us?
The Coronavirus pandemic will not be the last unforecasted event. Stuart Harman and Rod Hozack suggest preparation, learning from history and employing those strategies in order to react more quickly.
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