Partner
Kirsty Braines
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.
As an Oliver Wight Partner, Kirsty works with a diverse range of industries, including the heavy engineering sector, the chemical industry, and distribution & logistics companies. By imparting valuable knowledge, Kirsty builds in-house expertise to ensure sustainable change. Using Oliver Wight’s Integrated Business Planning and Supply Chain Design and Optimisation methodology Kirsty helps companies reach Class A accreditation for business performance.
In today’s market, the health of any organisation depends more than ever, on its ability to successfully meet the needs of its customers. Businesses can better meet customer demand through market segmentation and a realignment of the supply chain.Kirsty Braines, Partner at Oliver Wight
Resources
The latest from Kirsty
Thought Piece
What You’re Getting Wrong About Your Role as a Leader in Business Change
You signed off on the budget and announced the vision. Job done? Two-thirds of change programmes fail not due to strategy or technology, but because leaders misunderstand the true demands of their role. This likely includes you.
Kirsty Braines
Partner
Thought Piece
How to make the most of your Integrated Business Planning process during and after business reorganisation
Business leaders are racing to harness AI's potential while navigating reorganisation, but without unified data access across functions, even sophisticated investments deliver disappointing returns.
Kirsty Braines
Partner
Thought Piece
Oliver Wight – Opportunites for 2023
In 2023, we believe a two-tier economy will emerge with sectors such as retail and hospitality struggling as the UK enters recession.
Kirsty Braines
Partner
White Papers
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.
Kirsty Braines
Partner
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