This week, 15 IBP experts joined our monthly IBP/IBSing call. Our speaker was Michael Ranft, a seasoned expert in Integrated Business Planning. He selected a thought-provoking topic:
„๐๐ก๐ฒ ๐ญ๐ก๐ ๐๐๐ ๐ฌ๐ก๐จ๐ฎ๐ฅ๐ ๐ฅ๐๐๐ ๐ญ๐ก๐ ๐๐๐.“
When I asked him during preparation, โWhy the CMO?โ, he smiled and said:
โ๐๐ญโ๐ฌ ๐ฉ๐ซ๐จ๐๐๐๐ฅ๐ฒ ๐ญ๐ก๐ ๐๐๐๐๐ย ๐จ๐๐ฏ๐ข๐จ๐ฎ๐ฌ ๐๐ก๐จ๐ข๐๐.โ
This led to an interesting discussion. In the ice-breaker round, I asked, โWhich function currently leads the IBP in your organisation?โ
Everyone gave the same answer:
„๐๐ฎ๐ฉ๐ฉ๐ฅ๐ฒ ๐๐ก๐๐ข๐ง.“
Mike shared a few personal stories that made one thing very clear:
Every function benefits from a strong IBP โ and every function is responsible for leading certain aspects of it.
๐ IBP is not just about balancing demand and supply.
๐ Itโs about aligning strategy, operations, and financials โ across all departments.
๐ Itโs where CEOs, CMOs, CFOs, COOs, CTOs, CHROs, CIOs and CSCOs all have skin in the game.
The chart below is based on our 20-minute breakout session and gives a good overview of the roles and benefits for each function.
๐๐๐ ๐ข๐ฌ ๐ง๐จ๐ญ ๐ ๐๐ฎ๐ฉ๐ฉ๐ฅ๐ฒ ๐๐ก๐๐ข๐ง ๐๐ซ๐จ๐๐๐ฌ๐ฌ โ ๐ข๐ญโ๐ฌ ๐๐๐ ๐๐ง๐ญ๐๐ซ๐ฉ๐ซ๐ข๐ฌ๐ ๐๐ฅ๐๐ง๐ง๐ข๐ง๐ ๐๐ซ๐จ๐๐๐ฌ๐ฌ.