As we know planning functions are critical to success across all business and operations and the recent changes and adaptations we have had to make have proven testament to this, accelerating the importance of planning across many a business and boardroom.
Businesses are currently going through a significant amount of change and it is important that the planning teams support business leaders, C-suite executives and owners through their strategic decision-making process.
So where should planning functions sit? I see lots of organisations with Planning reporting to operations or, finance but these functions have their own agenda and targets. For Planning functions and leaders to get the best possible results it should work with both of these functions not for them surely?.
The rise of AI, Analytics and the role of a Chief Data Officer now permeate all aspects of society, business and advancing technologies, the best Chief Data Officers not only have to be an expert in data science, they must be able to translate that data to drive growth and transformation within their specific industry, or business and know how to attract and retain the hottest, in demand talent across the globe. Should the planning team fall as integral part of the wider Data, Insight and Analytics area?
COVID-19 has proven the importance of planning within operations with some business leaders saying they would not have gotten though the challenges of the last 12 months without the function and subject matter expertise. As we move into more unchartered waters, with many companies considering or adapting a hybrid, or, flexible workforce, this is only set to continue. So, with many organisational structures having a C-Suite, board level or ‘Chief’, VP role for Operations, Marketing, Customer, Digital, Technology, Data and so on, should Planning now take centre stage and should we see the role of a Chief Planning Officer?
I know this is a very bold statement but for years now we have been talking about planning having a seat at the top table, why should resource planning roles hit a glass celling at director level when many other functions have more senior positions and boardroom possibilities?.
I would be interested to hear your thoughts on this.
Perry Fletcher is Practice Lead at Douglas Jackson across planning, insight, data and analytics.
High-end retained specialist partner sourcing diverse, impactful, solutions-driven leadership across the Planning, Data and Insight space.
Tel: 01543 231078 firstname.lastname@example.org