While we have reached the point where tech capabilities are exceeding the limits of our imaginations, organizations that embrace things like integrated business planning stand to gain a competitive advantage.
Traditional annual or biannual business plans are outdated – to keep pace and have confidence in long-term plans organizations have to use rolling assumptions
Business leaders focusing on productivity and reducing overheads miss the point: human beings are social beasts so intentional, in-person interactions are critically important
Get to know Oliver Wight Partner, Dick Heldoorn.
The Government’s newly appointed tsar has suggested companies play their part and make products and services cheaper by cutting expenses in other areas, but this strategy could have long-term and hidden consequences.
What do business leaders need to re-learn or revisit to manage the business in a high inflation environment?
Consumers have come to expect prompt delivery of goods, and organizations that keep extending lead times risk losing out – but it’s a hard balance to strike, which is why strategies should include foresight.
Yes, the oil companies have profited from a perfect storm, but a windfall tax is not the answer – instead, the government should collaborate with these businesses to accelerate innovation and help the most vulnerable.
The Ukrainian President was viewed as something of a comedian until Russia invaded, but by staying in Kyiv and rallying his people around a common cause, he has shown his authenticity, bravery, and now people are willing to die for him.
Tomorrow’s likely success can no longer be measured on today’s results, and without adequate investment in foresight and scenario planning business leaders will make poor long- and short-term decisions.
The miserable delays at UK airports were enough to put people off flying for a long time – but with high travel demand easily predictable there was no excuse for bosses getting it so wrong.
Get to know the newest member of the Oliver Wight EAME team, Phil Taylor.