In the dynamic business environment of today, organisations need to have an effective tool for managing risk and contingency. Entitled ‘Managing Vulnerabilities and Opportunities using Integrated Business Planning’ this Oliver Wight white paper provides real-life examples of how accounting for vulnerabilities and opportunities within the monthly Integrated Business Planning (IBP) process can drive an organisation towards its business plan, even in the most volatile market.
Mike Reed, Managing Partner of Oliver Wight Asia Pacific and author of the white paper says organisations should support any plans with clear, documented assumptions, but he issues a note of caution. “Assumptions are just that. They are not definitive, but a prediction of the most likely outcome given a set of circumstances, so all assumptions have some degree of upside and downside. In order for an organisation to manage risk and contingencies, they must first recognise which assumptions carry a higher degree of uncertainty – the Vulnerabilities and Opportunities.”
“Once they have been identified, the senior team can then work out a strategy for defending against vulnerabilities to secure the ‘bankables’
The white paper explains the importance of including scenario planning (‘what-ifs’)
The white paper can be downloaded here: http://oliverwight-