Someone (who shall go unnamed in this article) posted a comment in response to a LinkedIn post entitled Why Your Forecast Accuracy Hasn’t Improved. Here’s what the comment said:
I think that quite a few of us have given up on pushing for accurate forecasts and resorted to other options such as planning at the sub-assembly level and putting together strategies to allow for more “agility,” i.e., firefighting capabilities. I agree… that companies think they can grab additional market share or shelf space by offering more and more options, more varieties of items. This makes planning at the end item, not only inaccurate but, pretty much invalid as soon as the new product pipeline is updated.
Recently I read an article published by a smart guy. I know he must be because he holds a Master of Science and a Bachelor of Arts degree. He is also an “international master trainer and award-winning author” writing on 
For most of the time since the late-1980s, the market capitalization for Toyota roughly equaled, or exceeded, the sum of the “Big Three” in Detroit. Although wishful thinkers today attribute much of Toyota’s present profitability to currency manipulation of the Japanese yen, in the 1990s, with a depressed yen and an exploding U.S. stock market, Toyota’s market value still exceeded that of its much larger competitors. [1]
Here are seven books that I would highly recommend if you want to begin installing the new thoughtware that is going to make you a better, more effective executive or manager in today’s new normal of global competition, emerging markets and high volatility.
I watched the latest Starwars over the holiday break “
A new year is coming up. Time for more New Year’s resolutions and goal setting.