From S&OP to Game Planning: Why the Next Move is a Bold One

Alain Perrot
Jan 14
3 min read

"At the time, we called it Production Planning. Then came Company Game Planning. Dick Ling later came up with the term S&OP" - André Martin, father of DRP

For decades, Sales & Operations Planning (S&OP) has helped companies connect the dots from forecasting to execution. But in today’s volatile world, monthly meetings and rigid playbooks are no longer sufficient.

We are now entering the era of Game Planning — and it changes everything.

S&OP Isn’t Broken — But It Needs a Game Changer

Many organizations are still operating with a 1980s mindset: prioritizing rigid processes over people, structure over flexibility. The result? Impressive reports — but indecisive action.

The most forward-thinking companies are breaking that mold. They simplify. They adapt. They don’t just plan — they play.

It’s time to move beyond Lean-style efficiency models. What Lean accomplished for manufacturing, Game Planning must now do for the entire enterprise: introduce a new way of working that thrives in complexity, embraces unpredictability, and rewards creativity.

What Is Game Planning?

Think of Game Planning as S&OP 4.0 — not just an evolution of processes, but a fundamental redesign of the system itself.

It is:

Powered by real-time AI simulations
Built on rapid, cross-functional collaboration
Focused on outcomes, not just alignment
Driven by adaptability, not rigid procedure

Traditional planning systems aimed for stability. Game Planning accepts instability as the norm — and uses it to your advantage. The goal is no longer perfect prediction, but confident decision-making amid uncertainty.

It’s not about “running the process.” It’s about reading the field and making bold, coordinated moves.

AI Changed the Game — But People Still Win It

AI is no longer just a buzzword — it’s the intelligence engine of the modern enterprise. It detects patterns, runs simulations, and proposes decisions faster than humans can schedule a meeting. But AI can’t lead on its own.

That’s where platforms like Business Wargames come in. They transform insight into action. Teams don’t just analyze data — they simulate scenarios, respond in real time, and adapt. They learn by doing, not by waiting.

“Game Intelligence” is a living system that emerges inside the “magic circle” of a wargame — where teams experiment, iterate, and evolve faster than the competition. Winning companies won’t just have better algorithms — they’ll have smarter, more agile people.

Why Wargames Are the Missing Link

In this new era, wargames are how teams train for chaos. They immerse people in high-pressure “what-if” situations — supply chain shocks, competitive threats, black swan events — and ask: “What now?”

Wargames build the muscle to act quickly, pivot wisely, and make decisions in the absence of perfect data. In the Game Planning model, they’re not optional — they’re essential.

This is the difference between a system that complies and a system that learns. Wargames deliver exponential learning — the kind that happens through immersion, not instruction.

Back to the Future

André Martin’s original term for S&OP — Company Game Planning — wasn’t just semantics. It was a visionary call to action. Today, with AI and serious games now at our disposal, we’re finally ready to answer that call.

We are standing at the threshold of a new 30-year business era — one that will be led not by those who plan best, but by those who play best.

So the real question is no longer: “How well do you plan?” It’s: “How fast can you play — and learn?”