As William Shakespeare wrote in his classic, Romeo and Juliet, "What's in a name? That which we call a rose, by any other name, would smell as sweet."
In other words, what matters is what something is, not what it is called. But there is no denying that names, terms and labels carry a lot of weight, even if a lot of it is "baggage".
One such term used in my professional field is Sales & Operations Planning (S&OP). This has evolved very nicely over the past 20 or so years from a pretty simple two- or three-step process conducted by middle managers to a very sophisticated five-step process orchestrated by the most senior executives. Indeed, some new variations on the theme represent a highly dynamic, continuous process rather than discrete steps executed on a monthly cycle.
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