Planning through stagflation. The role of agility and accountability in driving continued growth.
Gaps in processes and poor utilisation of resources can lead to inertia and
decline. Organisations need to align, organise and adjust their operating models
if they are to plan and execute effectively in the current volatile environment.
Future perfect: A need for urgency
“The realignment of global value chains along new geopolitical fault lines is also considered likely,” says the Outlook. “In the context of supply chain reconfiguration, companies are shifting from efficiency to resilience and are expected to prioritise localisation over diversification.”
This is seismic change that would have wide reaching impacts. Businesses have already witnessed first-hand how disrupted supply chains during the pandemic quickly dictated sales prospects and relationships with customers. Few businesses were fully prepared for the challenge. Emerging from the pandemic, businesses were expected to embrace a so-called ‘new normal’ but world events, once again, have made markets lurch in another direction.
The problem is not confined to supply chains either. How businesses manage resources, cashflow, staffing and so on is critical to on-going and future prosperity. Businesses will have to use their resources better, to ensure opportunities are focused and optimised.
That means addressing operational structures, to increase alignment and accountability. To ensure effective integrated planning and execution, organisations need to be honest, to re-assess processes and implement change. Planning has become even more critical and of course, the challenge facing businesses in the coming months is multifaceted. How can organisations meet those challenges, accurately, effectively and with urgency?
In this paper we will look at the challenges organisations currently face and how planning and execution processes are fundamental to operating models and business viability. We will look at the role of accountability and business horizons in planning, as, after all, planning for the future is key to optimising resources and meeting the varied needs of rapidly evolving customers.
With a background in change management and operations management, Kirsty works to facilitate continuous business improvement and to meet high productivity targets for businesses on their journeys to excellence.
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