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

The Winter 2011 issue of Foresight is now available. Here is Editor Len Tashman's preview: This issue of Foresight—our 20th since the journal’s genesis in 2005—begins with a new feature, Joe and Simon Sez. Joe is Joe Smith of Dean Foods and author of three valuable Foresight articles on forecast