To create and sustain change, the discussion has revolved around people, process and technology (software in this case) since the beginning of the information age. What is interesting about this discussion is that almost of the focus and discussion surrounds the process and the software, or at best, talks about each of these as equally important cornerstones of the equation.
Stepping back from the triad, and taking an objective view, the process and software pieces only really exist to make people more effective. To go a step further, the process and software should exist to make the people work together more effectively. You can think of this as the promise of collective intelligence of an enterprise. In executive-speak, you can think of this as fulfilling the promise of having the entire organization actually executing of the strategy across all functions, on behalf of the organization as a whole.
Collapsing planning and execution (real-time response management to deviations from plan) into a single, integrated process and breaking down the silos between various functions, departments and trading partners are key tenets of an Enterprise Control Tower solution.
Andy Coldrick, working with Dick Ling, advanced Dick's original definition and process of S&OP in the 1990's to introduce the concept of integrated reconciliation — the key to driving the cross-functional, collaborative process at the heart of successful S&OP. In the past decade, they have advanced an implementation methodology to drive cross-functional collaboration to truly allow strategic and sales and operations planning to become an execution-driven activity.
Andy and I will be presenting a blueprint for enabling people to realize the promise of strategy execution on Tuesday, December 13 th.