In the Consumer Goods world, we've been told that more meetings, more tech, and more "Integrated Business Planning" (IBP) is the answer.
But for most executives, IBP feels like a "reporting trap" rather than a growth engine. Why?
Because most people think IBP is just a planning process. It's not.
I've just released a new book: 'IBP isn't the goal, One Number is' — a pragmatic guide designed specifically for consumer goods leaders who are tired of theoretical ideals and ready for business value.
Here is the truth we explore in the first chapter:
- IBP is a management operating model, not a scheduling tool.
- Clarity beats complexity. You don't need more data; you need to know who makes which decision and why.
- Connection is key. IBP must bridge the gap between Demand Planning, RGM, and Trade Promotion Management.
This isn't a book about adding more work to your plate. It's about how to get the entire organisation to finally sit behind One Number.
If you've ever wondered why IBP implementations fail (and how to ensure yours doesn't), this is for you.