The Spring 2009 issue of Foresight carried a special feature section on assessing forecastability. Articles by Peter Catt, John Boylan, and Stephan Kolassa offered valuable insights into the twin forecastability questions of (a) how successful have our forecasts been, and (b) how much...

Parks comments on the recent Foresight article by Gonul, Onkal, and Goodwin about whether and why forecasts should be trusted. (Issue 27, Fall 2012) Copyright International Institute of Forecasters, 2012

Amy Mansfield draws on her successful experiences in S&OP implementation to provide guidance on how to do it right—and offers the hopeful reminder that successful implementation is not the finish line, but only the beginning of a better informed, more energized and aligned organization....

Every month, Fred the Forecaster, Colin the Controller, and Stan the Supply Guy get together to discuss current forecasting problems… sorry, forecasting “opportunities.” This month… Copyright International Institute of Forecasters, 2012

The most recent three issues of Foresight featured Steve Morlidge’s encyclopedic rendition of “Guiding Principles” for an organization’s forecasting process. The guiding principles were divided into five classifications: Foundation Principles, Design Principles, Process Principles,...

As a follow up to Steve Morlidge’s series on Guiding Priciples in previous issues of Foresight, here the authors offer comments on the principles governing process design, particularly regarding the management of forecasting biases. Copyright International Institute of Forecasters, 2012

See title Copyright International Institute of Forecasters, 2012

Foresight is pleased to introduce a new series of tutorials on tried and true methods for business forecasting. These tutorials are designed to be nontechnical overviews of important methodologies, focused on providing insights into how the methods work and illustrating their strengths and...

Bob and Joe ask why, in certain companies, S&OP has failed to catch on. They believe the main culprit to be the “catch-22” of change management: if top management is involved from the start, the changes required by S&OP implementation may cause organizational discomfort, but failing to...

Past occurrences of an event very often serve as analogies for forecasting the impact of the new occurrence of this event. The reliability of the analogy, Roy tells us, lies in the proper balance of data interpretation and good judgment. Uncritical examination of the past data can lead to false...