In our last installment, we learned that some information is not really necessary. When facilities management dyed the toilet water purple to remind us it is non-potable, it didn't affect my earlier decision not to drink out of the toilet. Sometimes the information we receive as forecasters is not really

On March 28 I had the pleasure of moving to our new office building on the scenic SAS campus in Cary, NC. This aesthetic and functional structure houses the sales, marketing, and SAS executive management offices, as well as a generously appointed Executive Briefing Center for hosting our visiting customers.

Suppose that friendship is a 2-way relationship: Either two people are friends with each other, or they are not. (By this definition, X cannot be a friend of Y if Y is not a friend of X. Also, you cannot be a friend of yourself -- no matter how attractive

We're having an early spring in North Carolina. Trees are budding, flowers are blooming, and the warmer temperatures make even a pistol whipping more enjoyable. What better way to take advantage of the new season than filling your spring with educational opportunities in forecasting. Plan in Perfect Sync with Customer

As we discussed last week, the forecasting process is often contaminated by individuals whose input makes the forecast worse. Sometimes this is intentional. For example, if I'm tired of hearing customers complain about out-of-stocks on retail shelves, I'll try to drive up the forecast so that more inventory will be

A recurring theme of The Business Forecasting Deal (both this blog and the book) is that forecasting is a huge waste of management time. This doesn't mean that forecasting is pointless, irrelevant, or entirely useless in running our organizations. It only means that the amount of time, money, and human