Getting S&OP and IBP to Actually Work: The Human Side of Planning Transformation

Everyone agrees the process needs to change. So why hasn't it?

Jul 10, 2026 16:00

—

17:00

BST

Online (MS Teams)

For senior supply chain leaders only

How this meeting works

Practitioner-led working session
No pitches
Small-group, facilitated discussion
Works best when you can engage actively
Chatham House Rule
Limited places to preserve quality

Suggested Discussion Points

Where the human and organisational barriers to S&OP and IBP progress most commonly show up — and what they tend to look like from inside
How to get genuine exec engagement rather than nominal sign-off
Managing the gap between cross-functional agreement in a room and cross-functional alignment in practice
What it takes to build momentum and keep it going when competing priorities reassert themselves
The role of external perspective — what it gives you, and when it matters

Why this session exists

Most S&OP and IBP transformation programmes have a technical story and a human story. The technical story is about process design, data quality, and systems. The human story is about why the exec isn't engaged, why finance and supply chain keep optimising for different things, why a change that seemed obvious to everyone in the room six months ago still hasn't happened.

The technical story gets most of the attention. The human story is where most transformations quietly stall.

In the conversations Tim Richardson and his colleagues at Iter have had with supply chain leaders since the April BestPractice.Club event, a consistent pattern came through: leaders know broadly what needs to change, and they have a reasonable view of how to change it. What they're uncertain about is how to bring the organisation with them — how to get alignment that holds, how to build momentum without it fading when priorities shift, and how to manage the gap between what's been agreed in principle and what's actually happening on the ground.

This session creates space to examine that gap. What does the human side of S&OP and IBP transformation actually look like in practice — and what have leaders found that makes the difference?

What you'll leave with

A clearer sense of where the organisational friction in your own situation actually sits — whether it's shared understanding, exec sponsorship, cross-functional alignment, or something else
Peer perspectives on what has and hasn't worked in moving organisations through the human side of planning transformation
A more grounded view of what 'good enough alignment' looks like at different stages — and what it takes to get there
Practical framing for the conversations that most often stall or get deferred

Who this meeting is for

This meeting is designed for people working through real operational and innovation decisions, rather than those seeking presentations or general inspiration.

Who for

Supply chain and planning leaders who are working through the change and alignment dimension of an S&OP or IBP improvement programme — not just the technical design
Leaders who feel the process is understood in principle but that getting the organisation to genuinely operate it is proving harder than expected
Directors and VPs who are trying to build and sustain momentum across functions with different priorities and incentives

Who not for

Anyone at the very start of diagnosing whether S&OP or IBP is the right priority — this session assumes a broadly shared view that change is needed
Anyone looking for a technology comparison or vendor evaluation session
Anyone expecting a presentation or webinar format rather than a peer discussion

How the online session works

Each session is designed as an online equivalent of a small, in-room roundtable discussion — not a passive, webinar-style presentation.

The format adapts to the topic and the experience in the room:

Where participants already have strong knowledge, we typically start by inviting individuals to expand on specific points they have shared in advance. This helps surface real-world context quickly and anchors the discussion in practical experience.
Where the topic is less familiar or more specialised, we may begin with a short explainer to establish a shared baseline before opening up the discussion.

To support productive dialogue, we often invite a subject-matter expert to join the session. This may be someone from a vendor, consultancy, or independent background — sometimes from within the community, sometimes external.

Their role is not to pitch or present a solution. Instead, they listen carefully to the discussion and reflect back:

how similar challenges have been approached in comparable organisations
what has worked (and what hasn’t) in practice
concrete examples that help translate discussion into action

This balance is deliberate. Without it, sessions can drift into abstract debate or problem-sharing. With it, discussions stay grounded and participants leave with tangible ideas they can apply in their own context.

The emphasis throughout is on shared learning, practical insight, and forward progress, rather than polished presentations or predetermined answers.

What happens next

Participation is confirmed through a short, staged process designed to ensure a good fit and a productive discussion for everyone in the room.

Step 1: Register interest

Enter your details and answer a short set of questions about your current context and the specific barriers on your radar.

Step 2: We sense-check fit and composition

We may follow up to clarify a few details. This is about making sure the discussion works for everyone in the room.

Step 3: You receive a personal invitation

Once confirmed, you will receive a personal invitation with the session agenda, who else will be joining, and clear joining instructions.

Online Discussion