Resource Fluidity

Medium ($) - Apr 23, 2021

Pretotyping vs. Prototyping — What’s the difference?

One of the most common mistakes made by founders and product developers is building something that they thought people would want, only to find out that their assumptions were wrong.

Read Article By Horizon

George Veth

Great video interview (and complementary article) that discusses Tata Steel and what appears to be a corporate wide transformation initiative focused on value creation and agility. I recommend watching the video in its entirety. Around minute twelve of the video, the speaker transitions into a deep dive on their work to enhance both their demand planning and their sales and operations planning. I loved the way that Dr. Svend Lassen of Tata Steel speaks to the enhanced visibility, the evolving cross-boundary collaboration, and the value capture from developing better PLANNING. I’m sure it was a ton of work, but it’s exactly what we should be seeing at all of our corporations! Nice work.

Anaplan - Apr 19, 2021

The growth driver — S&OP the ultimate engine aligning business plans

Given ongoing challenges of disruption, some S&OP processes may be constrained while other elements are proven essential to planning with agility. One of the key benefits of S&OP is collaboration across functional areas of the organization. Anaplan and Tata Steel discuss the importance of aligning strategy and execution to increase revenue for the business while leveraging S&OP to navigate uncertainty.

Read Article By Dr. Svend Lassen and Michael Detampel

George Veth

I know that this is not a traditional resource planning or resource allocation article, but it may be a new way for all of us to think about shared resources! This article lays out how businesses are leveraging one another’s resources to conduct business. It’s a variation on ecosystems … but not really. In this article, the authors discuss how businesses are taking advantage of idle capacity, tangible and intangible, of their peer companies so they can “do better with less”. They say that the B2B shared economy could be a trillion dollar market. I love the myriad of examples that the authors highlight.

Fast Company ($) - Apr 14, 2021

The sharing economy’s next target: Business-to-business

Some parts of the sharing economy took a big hit during the pandemic. But businesses sharing with other businesses is poised to be an incredibly lucrative model for the future.

Read Article By NAVI RADJOU
Source Photo: [Source Image: Sylverarts/iStock]

Harvard Business Review ($) - Apr 2, 2021

Research: How to Get Better at Killing Bad Projects

Most innovation managers know that few of their initiatives will succeed, so they keep multiple projects running at the same time and create processes for quickly separating winners from losers. One popular way to make decisions about what stays and what goes is the use of stage gates. Yet, even with stage gates, firms struggle to kill bad projects. The authors undertook a decade-long review of the product development portfolio at former handset maker Sony Ericsson. They found that that the conventional use of stage gates can actually be part of the problem, impeding project discontinuation in counterintuitive ways.

Read Article By Ronald Klingebiel
Source Photo: Jonathan Kirn/Getty Images

BCG - Mar 5, 2021

To Make Zero-Based Budgeting Work, Change Behavior

Over the past 12 months, the COVID-19 crisis has forced business leaders to double down on cost management, ensure liquidity, and scrutinize budgets. Apart from prompting short-term contingency measures—such as cutting back on marketing budgets or IT projects—the lockdowns have spurred cost reductions. Just consider the dramatically lower spending on travel that has accompanied the shift from physical meetings and events to virtual ones.

Read Article By Karin von Funck, Mark Austin, Donat Wunderlich, and Christina Schenk

Harvard Business Review ($) - Mar 2, 2021

Does Your Company Lurch from Crisis to Crisis?

Many organizations find themselves in a perpetual state of crisis and rely on company “heroes” to put out the fires. While many people love the feeling of saving the day, it shouldn’t be a way of life. If you’ve wondered why your organization performs well in a crisis but struggles otherwise, it may be time to pause and ask why. Your heroes may actually be revealing that you have a deeper problem. The author offers four ways to move away from a culture of perpetual crisis. First, understand that heroism is not a sign of commitment, but rather that it’s time to make changes in your organization. Second, make sure the way you’re allocating resources is realistic. Third, get better at cross-functional coordination. And finally, reward teams, not just individuals.

Read Article By Ron Carucci
Source Photo: HBR Staff/Klaus Vedfelt/Vitalii Barida/Getty Images

Fast Company ($) - Feb 26, 2021

A moonshot can be exhilarating for your business. Don’t stymie it with overplanning

Sometimes the best way to tackle an ambitious project is to throw away the original blueprint, a CEO writes.

Read Article By Tiger Tyagarajan
Source Photo: Source photo: Sasiistock/iStock]

Duke Corporate Education - Mar 1, 2021

Five Steps for Business Impact

Creating value is about exceeding expectations. For any business decision, we must understand the expectations of the decision-maker, and provide a path to exceed those expectations. For leaders and managers seeking approval from their colleagues in the finance function for new projects and initiatives, this is an increasingly urgent priority, because organizations are looking ever more closely at the ‘business impact’ of their resourcing decisions. 

Read Article By Joe Perfetti

Forbes ($) - Feb 23, 2021

Four First-Quarter Objectives For CFOs To Drive Success In 2021

Bijan Moallemi is CEO of Mosaic, the first strategic finance platform that transforms the way business gets done.

Read Article By Bijan Moallemi
Source Photo: GETTY

Institute of Business Forecasting & Planning - Jan 22, 2021

Why You Need an S&OP Product Review

As the business environment has changed, we have seen S&OP adapt to become a centralized business process that enables coordinating decision making. With this, a Product Review or Portfolio Review has become a critical step in mature or vanguard organizations to better understand and manage product offerings and inventory.

Read Article By Eric Wilson, CPF

Long Range Planning ($) - Jan 18, 2021

Beggars can be choosers: Resource scarcity, dynamism, search activities, and their joint impact on performance

Research on firm search stresses the need for firms to adapt and align concurrently with their environment to optimize the ability to sense and seize opportunities for sustained performance. We postulate resource scarcity as an important contingency factor for the search-performance relationship, and assess its joint influence with high and low dynamism.

Read Article By Michiel P.Tempelaar and Vareskavan de Vrande

Forbes ($) - Feb 23, 2021

What Business Leaders Can Learn From Artists About Navigating An Uncertain World

Complexity is the defining business and leadership challenge of our time. But it has never felt more urgent than this moment, with the coronavirus upending life and business as we know it. Since March, we’ve been talking to leaders about what it takes to lead through the most complex and confounding problems, including the pandemic. Today we continue our conversation with Margaret Heffernan (Read Part 1 here), author of Uncharted: How to Navigate the Future.

Read Article By David Benjamin and David Komlos
Source Photo: GETTY

Forbes ($) - Feb 16, 2021

Why Business Planning Gives You A False Sense Of Security—And What To Do Instead

Complexity is the defining business and leadership challenge of our time. But it has never felt more urgent than this moment, with the coronavirus upending life and business as we know it. Since March, we’ve been talking to leaders about what it takes to lead through the most complex and confounding problems, including the pandemic. Today we speak with Margaret Heffernan, author of Uncharted: How to Navigate the Future.

Read Article By David Benjamin and David Komlos
Source Photo: Margaret Heffernan

E&Y - Feb 3, 2021

Why companies need to step up their forecasting game

Amid increasingly volatile business environments, companies must learn to harness technology to efficiently generate accurate forecasts.

Read Article By EY Americas

McKinsey & Company - Feb 10, 2021

Capital Projects 5.0: Reimagining capital-project delivery

What could your business achieve if your large capital projects were 30 to 50 percent faster and cheaper? The opportunity is more real than you think.

Read Article By Shankar Chandrasekaran, Shakeel Kalidas, Mina Mir, Gerhard Nel, Prakash Parbhoo, Anuradha Rao, and Siddharth Srikanthan

E&Y - Feb 5, 2021

How a sustainable cash culture can drive growth

Freeing up cash on the balance sheet may be hard, but companies such as Johnson Controls are finding ways to establish a sustainable cash culture.

Read Article By Peter Kingma, Eidji Braghin, and Jeff Leach

Bain & Company - Feb 10, 2021

Aspiring Business Partner: When Financial Planning and Analysis Needs an Overhaul

CFOs want FP&A to become stewards of value creation, not just keep score.

Read Article By Michael Heric, Steve Beam, and Anup Juneja

PWC - Feb 1, 2021

How much does it cost to make a product? Many manufacturers don’t know … and it’s costing them

Product costing. A lost art?

Read Article By Katherine Wonders

McKinsey & Company - Feb 3, 2021

Transformation in uncertain times: Tackling both the urgent and the important

A sprint-based transformation approach can help organizations achieve full potential.

Read Article By Darius Bates, David Dorton, Seth Goldstrom, and Yasir Mirza

Bain & Company - Jan 28, 2021

Support and Control Functions Go Agile

Support and control functions like human resources and finance can empower Agile teams and benefit from becoming more Agile themselves.

Read Article By Arun Ganti and Jon Webber
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Resource Fluidity


Resource Fluidity mobilizes people and dollars across a portfolio of ongoing and emergent initiatives

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