Most planning transformations follow the same pattern. And stall at the same point.

We focus on planning because that is where our evidence is deepest but the decisions that matter rarely stay inside planning’s boundaries. If you are working through how your organisation senses demand, balances supply, coordinates across functions, or builds control that scales, you're in the right place.

BestPractice.Club connects senior practitioners facing comparable decisions to understand what typically works... and where programmes tend to get stuck.

No pressure. No pitches. Just best practice insights grounded in what works for your unique context.

For senior practitioners only

The pattern we keep seeing

Over five years and more than two thousand recorded conversations - around eighty percent with practitioners - the same sequence shows up, again and again. The specific technology, the sector, the size of the organisation varies but the pattern is surprisingly consistent.
Common pattern
What best practice looks like (no regrets)
1 “Burning platform” or internal pressure
1 Continuous strategic review
2 Jump to a solution
2 Operationally-tested strategy and budgets
3 Info gather, demos (low / no cost or risk)
3 Capability / maturity mapping
GAP from ideas to a robust plan
Outside-in peer scrutiny with no commercial stake
4 RFP and selection (high cost and risk)
4 Finance, ops and IT alignment
5 Reverse-engineer the business case
5 Interdependent and sequenced roadmap
6 Implement, customise, rework...
6 Defined requirements inc. trade-offs and options clarity
7 Underperform; loss of confidence
7 Outcome-based implementation with shared accountability

Where the pattern shows up

The common pattern applies across supply chain capability areas. Planning is where our evidence is deepest, but the same sequencing failures - and the same no-regrets practices - show up wherever significant capability investment is being considered.
  • Strategy, resilience & sustainability: clarifying long-term direction before locking in structural change.
  • Planning & control: ensuring process, data and incentives align before system commitments.
  • Customer service: balancing service ambition with cost and operational stability.
  • Logistics & execution: reshaping networks and flow without creating fragility.
  • Production: aligning capacity, variability and planning discipline.
  • Supply & procurement: managing supplier relationships and risk exposure during change.
  • Data & analytics: strengthening foundations before layering advanced capability.

How it works

  1. Clarify the decision
    Identify the specific transformation decision you are working through.
  2. Identify the decision stage
    Are you still clarifying the problem, testing early assumptions, building confidence in a direction, or approaching a commitment decision? The honest answer shapes everything that follows.
  3. Surface what matters now
    See the risks, trade-offs and patterns that tend to matter most at this stage.
  4. Connect with relevant peers
    Engage with leaders in comparable contexts through case studies, structured online discussions, in-person working meetings and curated one-to-one introductions.
  5. Engage solution providers appropriately
    When requirements are defined, explore relevant providers in formats aligned to your stage and specific context.

Who it's for

We work primarily with planning, S&OP and supply chain leaders at organisations usually between 200m and 5bn revenue, with high complexity but constrained bandwidth, making transformation decisions particularly high-stakes.

We're for leaders who are approaching a real decision and want to make it well, not rush to a solution or outsource the thinking.

You’re likely in the right place if:

  • you’re leading a strategy, planning, production, logistics, procurement or data transformation.
  • you need to deliver measurable impact.
  • the right sequence of change isn't obvious.
  • you value peer challenge and insight before committing time, money, or credibility.

Who it's not for

BestPractice.Club is not a fit if you’re already clear on what you want to use or are looking for lists of options.

You’ll likely be better served elsewhere if:

  • you want a directory, marketplace, or comparison site to browse solutions
  • you’re looking to engage vendors before clarifying requirements, constraints, and success criteria
  • you want market perspective or trend signals without progressing toward a specific decision
  • you expect recommendations rather than structured exploration and peer challenge
  • you want a third party to run discovery and decide on your behalf
  • you’re not working toward a real decision in the next 3–12 months

What you get

You leave with:

  • a clear view of what matters at your current stage.
  • visibility of the assumptions and trade-offs shaping performance.
  • perspectives from peers who have navigated similar planning, execution or data transformations.
  • practical next steps before committing budget, systems or organisational change.

The aim is not to tell you what to choose, but to help you choose well.

Portrait of a woman with long brown hair wearing a black top against a dark gray background.

“A good decision is one that is made with a good process, not one that happens to turn out well.”

— Annie Duke

Where the outside-in perspective helps most

At each stage of a planning transformation decision, the question an honest outside perspective asks is different.

ORIENT
Is this the right project?


TEST ASSUMPTIONS
What is our true capability gap - and are we solving the right problem?


BUILD CONFIDENCE
Have we genuinely aligned, or just avoided the difficult conversations?


COMMIT AND SELECT
Would this plan survive scrutiny from people with no commercial interest in the answer?

The evidence behind this

The pattern described above is not a framework borrowed from a textbook. It is consolidated from more than two thousand recorded conversations with supply chain and operations leaders - around eighty percent of them practitioners - over the last 5+ years. The work of making these insights genuinely context-sensitive is ongoing, but the pattern itself is consistent enough to share with confidence.

Cost and commitment

BestPractice.Club is free to engage with at the early stages but it is not casual.
Before you start, it’s important to be clear about what participation really involves.

What it costs today

There is no fee to:

  • start a decision assessment
  • participate in open practitioner sessions
  • explore challenges with peers at the orient and test assumptions stages

You will never be asked to pay simply to access ideas, insights, or early peer discussion.

What we ask of you

Participation does come with expectations:

  • Time
    Sessions are designed for focused, decision-relevant discussion, not background listening.
  • Candour
    The value comes from honest discussion of constraints, trade-offs, and uncertainty — not polished success stories.
  • Contribution
    This is not content consumption. Everyone in the room is invited to engage, question, and share.
  • Boundaries
    No self-promotion. No abuse of trust. Conversations are protected so members can speak openly (i.e. the Chatham House Rule).

How costs may evolve later

As decisions move into building confidence and commit & select — where teams want deeper peer input, more structured support, or sustained engagement — some elements may be offered on a paid basis.

This reflects a shift in depth, not access:

  • early stages are open by design
  • later stages involve more structure, time, and facilitation.

How solution providers fit

Some sessions are practitioner-only. Others are hosted by solution providers, in formats designed to support decision-making rather than selling — including case studies, structured challenge exploration, and group demos where practitioners collectively examine a specific approach.

Providers are involved because they bring a cross-industry perspective from working across many organisations and contexts - and because better-prepared practitioners make better clients, with clearer requirements, shorter sales cycles, and fewer late-stage surprises.

Solution provider engagement is:

  • Transparent and explicit
  • Structured around practitioner priorities
  • Aligned to defined requirements and stage of decision.