Each session is structured around a specific decision challenge rather than a product or trend. Many are practitioner-only. Others are hosted by solution providers who contribute pattern recognition from their work across many organisations — without pitching. Neither format involves passive listening.
S&OP looks fine on paper. In practice, it's the organisation around it, not the process itself, that determines whether it works.
Live plans often run on parameters set for a business that no longer exists. This session looks at who owns them, and what leaving them unchecked is costing.
How to build genuine stakeholder alignment before a capability investment decision — and why assuming you have it is one of the most reliable ways to derail a programme.
How to develop requirements grounded in your own operating context, structure the make-or-buy decision explicitly, and run a selection process that actually surfaces the right information — before vendor demonstrations shape your thinking.
