Creating the Truth-Speaking Environment:

Overcoming Learning Resistance in S&OP/IBP Implementation – A Solution as such:

The Paradox of Prepared Truth-Speaking Environments

The Bertrams approach recognizes that S&OP and IBP are fundamentally about creating “TEAM-FRAMES” – psychologically safe environments where teams can discuss priorities, conflicts, and departmental targets openly without fear of retribution. However, even when consultants explicitly design these safe spaces and communicate their intentions clearly, companies often still struggle to fully embrace the learning process that would enable mutual growth.

WHY? – As this is a rigorous resistance to change depending on cultural learning and a much deeper connected reason!

Cultural DNA and Change Memory Conflicts

Companies often experience what can be termed “change memory conflict” – where their existing organizational DNA, built from years of defensive regional operations, clashes with the new collaborative frameworks being introduced. The Bertrams methodology specifically addresses this by creating a “new change-memory, like an extended DNA, honoring organizational heritage while enabling digital transformation”. However, teams may unconsciously resist learning the new methods because:

• Identity Protection: Existing hierarchical identities feel threatened by the transparency and accountability that S&OP/IBP demands
• Fear of Obsolescence: Teams worry that truly effective S&OP/IBP implementation might reveal redundancies or inefficiencies in their current roles
• Cultural Reluctance to Vulnerability: Despite safe environments, many organizational cultures still penalize admitting mistakes or knowledge gaps

The Learning Resistance Paradox

Even when companies understand intellectually what consultants are trying to achieve, several barriers prevent them from fully embracing the learning process:

Cognitive Overload and Complexity Aversion: Companies often resist learning new S&OP/IBP methods because they perceive them as adding complexity rather than simplifying decision-making. Research shows that the best S&OP processes favor simplicity over complexity, yet organizations often struggle to distinguish between comprehensive and comprehensible approaches.

Trust Deficit in Consultant-Client Relationships: Studies reveal that conflicts of identity may inhibit consultants from delivering challenges in the way expected by the client. Simultaneously, sophisticated clients with considerable experience may actually challenge consultants to be more challenging, creating a complex dynamic where both parties struggle to establish authentic learning relationships.

Performance Pressure vs. Learning Orientation: Companies often approach S&OP/IBP implementation with performance pressure rather than learning orientation. They want immediate results rather than engaging in the iterative learning process that genuine transformation requires. This creates a situation where teams comply with the process without truly understanding or committing to its principles.

Why Companies Eventually Learn Despite Initial Resistance

• The breakthrough typically occurs when several conditions align

Real Crisis or Compelling Events: Companies often only truly embrace consultant methodologies when faced with significant challenges that their existing approaches clearly cannot solve. The pressure of external threats forces them to move beyond defensive regional thinking toward the “global offense” mindset that Bertrams advocates.

Demonstration of Mutual Vulnerability: The learning relationship deepens when consultants demonstrate their own learning process and acknowledge areas where they need client expertise. This creates the psychological safety necessary for genuine knowledge exchange.

Iterative Success Building: Companies begin to see the value when they experience small wins through the S&OP/IBP process. Research indicates that results typically improve after 6 months of implementation, and companies that persist through initial challenges often achieve exponential benefits as their S&OP maturity advances.

The Bertrams Framework for Mutual Growth

The Bertrams approach specifically addresses these learning barriers by:

Creating Hierarchical Safe Spaces: By recommending that “each hierarchical level within their own S&OP/IBP Meeting” operates with autonomy to address issues within their level, the framework reduces the anxiety that comes from cross-hierarchical vulnerability.

Binary Leadership and Hybrid Teams: The use of “binary leadership managing hybrid Project-Teams” helps bridge the gap between internal organizational knowledge and external expertise. This creates a learning environment where both client and consultant expertise are equally valued.

Cultural Integration Rather Than Replacement: Instead of imposing new methods, the approach “preserves and adapts culture as a competitive advantage”, making learning feel like evolution rather than revolution.

Achieving Mutual Growth: The Companies That Succeed

Companies that successfully learn and grow alongside their consultants typically exhibit several characteristics:

Leadership Commitment to Learning: They recognize that S&OP/IBP implementation is fundamentally a learning journey rather than a technical implementation. Senior management actively participates in the learning process rather than delegating it to operational teams.

Tolerance for Iterative Development: They understand that effective S&OP/IBP processes evolve through continuous improvement cycles. Rather than expecting perfection from the outset, they commit to ongoing refinement and learning.

Cross-Functional Collaboration Orientation: These companies embrace the cross-functional dialogue that compares priorities and departmental targets, viewing conflicts as opportunities for alignment rather than threats to departmental autonomy.

Investment in Psychological Safety: They actively work to create environments where teams advise upper/lower management on necessary changes, establishing feedback loops that ensure operational insights influence strategic decisions.

The ultimate realization for client’s and consultants is that S&OP/IBP implementation is not about perfect execution of predetermined methods, but about building organizational capacity for ongoing learning, adaptation, and truth-speaking. When this understanding takes hold, you and your organization create a bold relationship experience and growth through transformation.