Conclusion
So, with those parting words from the Integration Lead, this brings us to the end of the book. We have covered a lot of ground to get here: from the rationale for Integrated Tactical Planning, to its alignment with the Integrated Business Planning process, to the elements of the process, to managing the change journey, and to finishing with a case study.
This has been a wonderful journey for the Oliver Wight team—Rod Hozack, Stuart Harman, Todd Ferguson, and Dawn Howarth—and we look forward to hearing about your journeys in mastering the art of process management. As Oliver Wight consultants we love what we do. We are keen to share what we know and what we have experienced, and we are also keen to continue to learn, write about it, and share our learnings, such as defined in our definition of excellence, The Oliver Wight Class A Standard for Business Excellence, 7th ed. (2017).
Special thanks should also go to our Oliver Wight colleagues and Oliver Wight the man. Without the core principles that Oliver Wight so generously shared with us while we were in industry, and the collective experiences of all the Oliver Wight Associates from around the world, we would not have been able to have written this book.
Good luck, and remember, if you do not try, you will not succeed.
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