The Oliver Wight Class A Standard has now become
a benchmark for the world’s highest performing
businesses. If you’d like to join them, this new Seventh Edition
is an essential element to help you get there.
When you talk to Oliver Wight about improving your business,
we'll assume you want results, not just better processes - things
like increased revenues and margins and greater market share
When you talk to Oliver Wight about improving your business, we’ll assume you want results, not just better processes - things like increased revenues and margins and greater market share. If you have the ambition, it is possible to make improvements that truly transform the performance of your organization and create more fulfilling roles for the people within it. We believe this can only be delivered by your own people. So, unlike other consultancy firms, we transfer our knowledge to you; knowledge that comes from nearly 50 years of working with some of the world’s best-known companies.
Oliver Wight has a long-standing reputation for innovation and we continually challenge the industry status quo, so you always get the latest in new thinking. Your Oliver Wight partners will use their real-world experience to ensure your people, business processes and technology are fully aligned and integrated right across your organization. They will coach, guide and inspire your people to drive change throughout your organization, allowing you to create a culture of continuous improvement and innovation that simply becomes for you ‘the way we do things around here’. It’s a proven, sustainable approach that will deliver results straight to the bottom line.
With increased legislative pressures and requirements in the US and EU to provide traceability of pharma products through the supply chain, the healthcare sector is now looking to embrace some of the technologies currently acting as a disrupter in other sectors.
The retail industry is more globally independent than ever before.
In Part 1 of ‘Managing the Products & Services Portfolio’, we explained strategy, integration and portfolio management in a 21st century business.
In our previous blogs (parts one and two), we covered how finance is placed within an organisation’s structure and the core roles of finance that contribute to the success of Integrated Business Planning (IBP).
In today’s fast-paced world, product life cycles are shortening as consumer appetite for newer, better and brighter offerings continues to grow. Product and Portfolio planning enables the business to take control of its future.
One of the key differences between Sales & Operations Planning (S&OP) and Integrated Business Planning (IBP), is that IBP includes fat more robust financial integration.
In the first part of my four-part blog series on the Role of Finance in IBP, I lay down the groundwork and explain how finance is placed within an organisation’s structure.
Lloyd Snowden shares key steps for companies looking to successfully manage their strategic planning process.
Organisation generally need to consider a minimum of five to 10 years for strategy.