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Budgeting Planning & Forecasting

Embracing Forward-Looking and Customer-Centric KPIs

March 17, 2023 by Revelwood

This is a blog post from our partner Workday Adaptive Planning, highlighting a virtual panel discussion on “The Emerging CFO: Rethinking KPIs in the Digital Era.”

Revenue. Profit. Sales. Cash. The metrics that have traditionally defined business success remain relevant but are quickly evolving. Today, more executives are shifting their focus to bring forward-looking key performance indicators (KPIs) into the mix.

From customer lifetime value (CLV) to net retention rate (NRR) to customer satisfaction (CSAT), CFOs are looking to nonfinancial metrics to help them predict the future financial health and profitability of their organizations. Of particular note is the move toward more customer-focused metrics, a reaction to an increasingly data-driven consumer.

“The fact that every single customer you have has a supercomputer in their purse or their pocket changes the way that we can analyze data and engage with people,” said Michael Schrage, research fellow at the MIT Sloan School Initiative on the Digital Economy, in a virtual panel hosted by Fortune and Workday. 

A broader, more holistic set of KPIs lets finance leaders make proactive, strategic decisions rather than simply reacting to change. The idea, Schrage said, is to move toward more future-predictive, future-orientated KPIs versus ones that simply confirm that an organization made a wrong move. “That doesn’t help you very much,” he said. 

The panel, which discussed the evolving role of the CFO, also included Harmit Singh, executive vice president and CFO at Levi Strauss & Co.; Alka Tandan, CFO at Gainsight; and Kae Arima, vice president of finance at Workday. The conversation revolved around how KPIs are changing in the digital era and how CFOs must shift their perspective. 

Where Is the Juice Worth the Squeeze?

As data becomes easier to collect and analyze, business leaders are turning to measurement, instrumentation, and analytics to gain insights around performance. They’re also assessing the portfolio of KPIs across the enterprise to see how specific metrics correlate. For instance, does a positive employee experience correspond to higher customer lifetime value? How do both of those KPIs affect the bottom line? 

Looking at a broader portfolio of KPIs lets leaders understand where work is producing the most valuable results. For example, going beyond gross customer retention rates to NRR helps leaders understand which customer segments are stable, which ones are growing—and how much effort it takes to cultivate that growth.

“Especially in an environment where money is now a lot more expensive and it takes a lot more money to acquire a new customer, looking at your current customer base and growing it that way becomes a lot more efficient,” Tandan said.

Taking a more holistic view of data can also help leaders see which teams are doing the most to achieve business goals. Determining what portion of customer lifetime value growth can be attributed to sales, customer success, and operations, for example, offers insights that could inform future strategies and investments.

How Do You Get Hard Numbers?

Going forward, CFOs will need to more actively identify what attributes are associated with success, so the organization can update and monitor KPIs accordingly. But getting there requires access to reliable, real-time business intelligence—and data doesn’t flow freely across many organizations. 

“For something like customer lifetime value, finance is really dependent on the sales organization or the marketing organization to share that data with them. And that’s not always easy,” Arima said. 

Singh recounted his experience during his early days at Levi’s, which was a highly customized systems, applications, and products shop when he came on board. Each region had its own enterprise resource planning (ERP) tool and the company had more than 10 data warehouses. 

“And so the data didn’t necessarily talk to each other, and people were using different ERPs that didn’t talk to each other,” Singh said. At the time, he suggested moving the company onto a single ERP system, but he was told it would be a career-limiting move and that he should focus on turning around the company first. So, he moved the data into one warehouse that is now being converted into a single ERP system on the cloud. 

“I told my technology folks—including the board because it’s a major investment—that the success of the ERP is not going to be driven by the technology,” Singh said. “It’s going to be driven by the data unlock and the data governance that is going to happen.”

Who Owns All That Data?

Real-time data platforms can also boost performance on the front lines. “We connect with our consumers either through retailers or directly in our stores,” Singh said. “So, arming our retail associates with data and empowering them to make decisions based on data is critical.” 

Giving employees information about customer buying trends could help them focus their attention on the right upselling decisions. It also helps store managers see where their location may be underperforming and find ways to improve. Store managers can also input their own observations on what’s working and what isn’t into company apps that associates can access.

However, giving teams access to customer and operational data requires strong data governance—and agreement across the enterprise. But leaders often disagree about who owns particular KPIs, how they should be shared, and who is accountable, which means CFOs will need to play a larger role in closing the gap and arbitrating conflict. That’s been the case at Gainsight, where Tandan says she has taken on the responsibility for data validation. This helps ensure there is a single source of truth the executive team can work from.

The organization also identifies which executives are responsible for key metrics and creates a one-page strategic plan for each employee based on the KPIs and the executives responsible for them.

“So every single employee—if they’re attached to that executive—has a piece of [that metric],” Tandan said.

Regularly reviewing KPIs to ensure they’re in alignment with current business conditions is critical, Tandan said. That way, CFOs can ensure that their organizations remain relevant in a rapidly changing economic environment.

Watch the Fortune webcast: “The Emerging CFO: Rethinking KPIs in the Digital Era.” This blog post was originally published on the Workday blog.

More from Workday Adaptive Planning:

FP&A Done Right: ESG – An Imperative for Growth

FP&A Done Right: Forecasting Revenue for Services-Based Businesses: A Growth Factor

FP&A Done Right: The Changing Role of the CFO

Home » Budgeting Planning & Forecasting

Filed Under: FP&A Done Right Tagged With: Budgeting Planning & Forecasting, Financial Performance Management, Workday, Workday Adaptive Planning

IBM Planning Analytics Tips & Tricks: Excel YEARFRAC

March 14, 2023 by Lee Lazarow

I often build models that define the fraction of a year for a given month. For example, January is approx. 8.5% of a calendar year (31/365) and September is approx. 11.5% of a working day’s calendar (30/260). But what happens in situations when you want to calculate the percentage of a year where the days are not the first or last day of the month? This is where Excel’s YEARFRAC formula can help.

The YEARFRAC function calculates the fraction of a year based on the number of whole days between two dates. Maybe you have summer employees and want to determine how much of the calendar year they will be employed or maybe you need to rent some equipment and pay based on an annual rate.

The function has two required parameters and one optional parameter:

=YEARFRAC(start_date, end_date, [basis])

  • Start_date (required)
    • Microsoft recommends using the DATE function for this value
  • End_date (required)
    • Microsoft recommends using the DATE function for this value
  • Basis (optional)
    • This determines the denominator using a series of approaches such as 360 vs 365 and whether you want to include the start date

Application, table, Excel

Description automatically generated

This function will allow you to quickly calculate decimals which can then be used for various forms of allocations, seasonality, and other types of spreads.

Revelwood has worked with IBM Planning Analytics / TM1 for more than 27 years. We’ve partnered with hundreds of companies on the design, development, maintenance and updates of IBM Planning Analytics applications, across every industry. Have a challenge with Planning Analytics / TM1? We can help you!

Read more IBM Planning Analytics Tips & Tricks:

IBM Planning Analytics Tips & Tricks: 21/21/21

IBM Planning Analytics Tips & Tricks: Beginning to Explore the Set Editor in Planning Analytics for Excel

IBM Planning Analytics Tips & Tricks: Creating Control Objects from the Modeling Workbench

Home » Budgeting Planning & Forecasting

Filed Under: IBM Planning Analytics Tips & Tricks Tagged With: Budgeting Planning & Forecasting, Financial Performance Management, IBM Planning Analytics, TM1

Fueling Business Agility with Continuous Planning

March 3, 2023 by Revelwood

FP&A Done Right: Finance’s Role in ESG Reporting

This is a guest blog post from our partner Workday Adaptive Planning. The author, Bob Hansen, explaining how continuous planning enables business agility. 

Each finance leader knows the routine. Every year, as budgeting season approaches, the rest of the business turns to finance in order to make sense of the last 12 months and prepare for the next 12.

First, you look backward, to assess the progress toward last year’s stated objectives. You work with manually aggregated data and consolidated spreadsheets (both often error-prone) to discover results and generate reports. You analyze targets, performance, and spending to provide the business with an accurate reflection of its financial position.

And then you look forward, using that information to plan next year’s objectives. You think about future goals and enshrine them in a firm financial strategy. You make choices, assess trade-offs, and accept sacrifices. You settle on a new top-line target and divide it into contributions between different functional teams.

Then—after spending weeks or months laboring over the annual plan—by the time it’s finished, the market has changed dramatically and its assumptions are out of date.

Case in point: The disruption caused by COVID-19. Or even more recently, an economy with surprising, seemingly contradictory indicators. But there’s a better way: continuous planning.

Looking Ahead

Continuous planning gives financial planning and analysis (FP&A) organizations a real-time view of the business. When decision-makers have the ability to understand what’s happening with the business now, they can accurately model what is likely to happen in the future. Unlike outdated, static planning, continuous planning enables agility with plans that are always current, insight with easily created and iterated what-if scenarios.

Instead of being once-a-year exercises, rolling forecasts happen on a regular cadence. Unlike budgets that may have hundreds of line items, rolling forecasts address key business drivers. And rather than focusing on the past, rolling forecasts act as early warning systems when you’ve drifted off course; they help to raise visibility beyond the traditional budgeting “wall.” By continually updating your forecast with actuals, you’ll be able to quickly adjust the levers that drive performance.

Here’s a three-step plan to help you design more useful rolling forecasts:

1. Choose the right forecasting horizon.

A rolling forecast is aligned to business cycles, rather than the fiscal year. To really help senior management look at the future and proactively handle it, a best practice is to forecast at least four to eight quarters past the current quarter’s actuals. However, there’s no hard-and-fast guideline for the time interval included in a rolling forecast. It all depends on your industry, your business needs, and how long it takes to make decisions about operations, capacity, and spending. 

2. Model your course on drivers not details.

Yes, your annual budget lists thousands of line items, but you need to perform rolling forecasts at a much higher level, or you’ll get bogged down in minutiae and your forecast will become a recompilation of budgets. Rolling forecasts based on key business drivers, rather than masses of detail, also become a “light-touch” process and therefore less onerous for everyone involved. Managers may mutiny if they think that rolling forecasts will require the work of a full budget, but they’ll be much more engaged if they know they can zero in on the few key variables that matter.

3. Sound out multiple what-if scenarios.

The beauty of rolling forecasts is they allow you to model what-if scenarios to ensure your business keeps pace with change and is aligned to your corporate plan. By modifying a few key assumptions and drivers, you can see their effect on the overall plan, such as the impact a price change has on headcounts and cash. For example, with what-if analyses, managers can perform studies that translate contemplated changes in product mix, processes, order parameters, and customer service into the implications for changes in resource supply and spending.

Executing Against Your Scenarios

Executing against your what-if analyses and scenario plans shouldn’t only happen once a year as part of a static annual budget and planning process. A changing marketplace calls for active, continuous planning and monitoring that gives decision-makers the real-time information they need to course-correct as needed. The ability to create scenario plans to assess potential outcomes (best case, worst case, most likely case) is extremely valuable when variables are constantly changing around and within your business.

At a minimum, this means continuously monitoring actuals so you can keep an eye on organizational financial health. It also means keeping track of your leading analytics indicators (e.g., pipeline, customer lifetime value, attrition), so you can identify trends and patterns and recommend course corrections when needed.

To execute against your scenario plans, you need to have access to easy-to-use, flexible, and robust reporting that captures all of the above, and does so on a continuous basis. And when the gathering, reconciliation, and distribution of your reports is automated, you’ll be able to transform reporting processes from a monthly rote exercise to a dynamic, ongoing driver of organizational change.

With a continuous view of the business, everyone in the company will be empowered to plan and see the results of the implementation and the execution of those plans.This blog post was originally published on the Workday Adaptive Planning blog.

More from Workday Adaptive Planning:

FP&A Done Right: ESG – An Imperative for Growth

FP&A Done Right: Forecasting Revenue for Services-Based Businesses: A Growth Factor

FP&A Done Right: The Changing Role of the CFO

Home » Budgeting Planning & Forecasting

Filed Under: FP&A Done Right Tagged With: Budgeting Planning & Forecasting, Financial Performance Management, Workday, Workday Adaptive Planning

IBM Planning Analytics Tips & Tricks: Excel EOMONTH

February 21, 2023 by Lee Lazarow

Thirty days has September …

Do you sing that out loud every time you want to determine the number of days in a month? If so, do you have to pause and think about the end when defining the last day of February? More importantly, do you have to write complex logic into your spreadsheet to define this? If so, you may want to learn more about the EOMONTH function in Excel!

The EOMONTH function is designed to tell you the last day of a month – either the current month, a future month, or a historical month. The function has two parameters:

=EOMONTH(start_date, months)

  • The start_date parameter defines the initial date of your calculation
    • Microsoft recommends using the DATE function for this value
  • The months parameter defines the number of months from the start date
    • A zero value results in the current month
    • A positive value results in a future month
    • A negative value results in a previous month

Graphical user interface, application, table, Excel

Description automatically generated

This approach will help you in various planning models such as …

  • Workforce planning – when to start calculating benefits 
  • Asset planning – when to begin the depreciation calculations

This can also be used to define start dates by simply adding 1 to the result and determining the first day of the next month. Now we just need a formula to help us when someone obnoxiously tells us to “just perform the task on each day that ends in Y.”

IBM Planning Analytics, which TM1 is the engine for, is full of new features and functionality. Not sure where to start? Our team here at Revelwood can help. Contact us for more information at info@revelwood.com. And stay tuned for more Planning Analytics Tips & Tricks weekly in our Knowledge Center and in upcoming newsletters!

Read more IBM Planning Analytics Tips & Tricks:

IBM Planning Analytics Tips &Tricks: Rounded Buttons in Planning Analytics Workspace

IBM Planning Analytics Tips & Tricks: MDX Syntax Explained

IBM Planning Analytics Tips & Tricks: Working with Two Time Zones in Google Calendar

Home » Budgeting Planning & Forecasting

Filed Under: IBM Planning Analytics Tips & Tricks Tagged With: Budgeting Planning & Forecasting, IBM Cognos TM1, IBM Planning Analytics, Planning & Forecasting, TM1

IBM Planning Analytics Tips & Tricks: DefineCalc

January 3, 2023 by Revelwood

IBM Planning Analytics for Excel (PAx) version 80 introduced a new function called “DefineCalc.” This function allows a user to create a custom calculation using TM1/Planning Analytics data via the use of MDX.

There are a series of parameters, and the key ones are:

  • sDataSource – The connection URL used when adding your connection to Pax.  You can enter “*”if you would like the calculation to apply to all data sources.
IBM Planning Analytics Tips: DefineCalc
  • sServerName = Your TM1/PA server name.  You can enter “*” if you would like the calculation to apply to all servers.
  • sCalcMUN = The name for the calculation.  This will be referenced in your DBRW formulas.
  • sExpression = The MDX expression being used for the calculation (note: if you would like to remove a custom calculation then set this variable to be blank).

One use case for this function is to grab the total value of a subset. In the example below, we have a report that uses a subset called “DefineCalc Example”:

IBM Planning Analytics Tips & Tricks: DefineCalc
IBM Planning Analytics Tricks: DefineCalc

The following DefineCalc formula was used to create a total:

IBM Planning Analytics Tips & Tricks: DefineCalc

Now, let’s break this apart by each parameter:

  • sDataSource – “*”
    • This will apply to all data sources (if multiple)
  • sServerName = “*”
    • This will apply to all TM1/PA servers (if multiple)
  • sCalcMUN = “[bpmAccount].[Example 1]”
    • This first half of this value defines the bpmAccount dimension
    • The second half of this value consists of a unique name within the bpmAccount dimension
  • sExpression = “AGGREGATE(TM1SubsetToSet([bpmAccount],’DefineCalc Example’))”
    • This is an MDX expression that will give the total of the “DefineCalc Example” subset within the bpmAccount dimension

The result of this formula is populated in the cell as “Example 1.”

IBM Planning Analytics Tips & Tricks: DefineCalc

We can now reference “Example 1” within the DBRW formula as an element in the bpmAccount dimension.

IBM Planning Analytics Tips & Tricks: DefineCalc

The =Sum formula of the three data rows matches the DBRW that references the DefineCalc function.

IBM Planning Analytics Tips & Tricks: DefineCalc

This shows one common use case for the new DefineCalc function, but the use MDX allows for countless other applications!

IBM Planning Analytics, which TM1 is the engine for, is full of new features and functionality. Not sure where to start? Our team here at Revelwood can help. Contact us for more information at info@revelwood.com. And stay tuned for more Planning Analytics Tips & Tricks weekly in our Knowledge Center and in upcoming newsletters!

Read more IBM Planning Analytics Tips & Tricks:

IBM Planning Analytics Tips & Tricks: MDX Syntax Explained

IBM Planning Analytics Tips & Tricks: Dynamic Subsets Based on a Cube

IBM Planning Analytics Tips & Tricks: TM1Ellist

Home » Budgeting Planning & Forecasting

Filed Under: IBM Planning Analytics Tips & Tricks Tagged With: Budgeting Planning & Forecasting, IBM Cognos TM1, IBM Planning Analytics, IBM Planning Analytics for Excel, PAx, Planning & Forecasting

IBM Planning Analytics Tips & Tricks: Top 3 Blog Posts of 2022

December 27, 2022 by Revelwood

What was your favorite IBM Planning Analytics Tips & Tricks blog post in 2022? We did some analysis and determined the three most popular PA Tips & Tricks blog posts. They are:

1. IBM Planning Analytics Tips & Tricks: Dynamic Subsets Based on a Cube

Read Dillon Rossman’s blog post to learn how to use MDX to create dynamic subsets based on cube values.

2. IBM Planning Analytics Tips & Tricks: Adding a New Entry to Index Cube via a Dynamic Report

This post presents an interesting situation. If your Planning Analytics model contains a cube that uses an index or slot dimension, you will need to create a template that allows your users to add data to an unused index.

3. IBM Planning Analytics Tips & Tricks: Pax – Rebuild Book vs Recreate Book

In this post, Lee Lazarow explains the difference between the “Rebuild Book” button and the “Recreate Book” button in Planning Analytics for Excel (Pax).

Are you receiving our IBM Planning Analytics Tips & Tricks every Tuesday? If not, sign up to subscribe to our newsletter. You’ll get the latest post direct to your inbox.

IBM Planning Analytics, which TM1 is the engine for, is full of new features and functionality. Not sure where to start? Our team here at Revelwood can help. Contact us for more information at info@revelwood.com. And stay tuned for more Planning Analytics Tips & Tricks weekly in our Knowledge Center and in upcoming newsletters!

Read more IBM Planning Analytics Tips & Tricks:

IBM Planning Analytics Tips & Tricks: 2022’s Top 3 Tips & Tricks Videos

IBM Planning Analytics Tips & Tricks: Excel TEXTBEFORE & TEXTAFTER

IBM Planning Analytics Tips & Tricks: How to Set Up Action Buttons in Planning Analytics for Excel

Home » Budgeting Planning & Forecasting

Filed Under: IBM Planning Analytics Tips & Tricks Tagged With: Budgeting Planning & Forecasting, IBM Cognos TM1, IBM Planning Analytics, Planning & Forecasting, TM1

FP&A Done Right: ESG – An Imperative for Growth

November 18, 2022 by Revelwood

FP&A Done Right

As part of our series on ESG reporting, we are featuring guest blog posts from our partners. This post from Workday Adaptive Planning highlights thoughts from finance leaders on ESG and more.

How can companies “walk the talk” to create value for society and improve business outcomes by investing in environmental, social, and governance (ESG) efforts? Barbara Larson, a finance leader at Workday, joined McKinsey & Company partner Giulia Siccardo and Ann Dennison, executive vice president and CFO at Nasdaq, to discuss this topic and more at Conversations for a Changing World.

Almost 9 in 10 (87%) people believe a company should create value for society, not only its shareholders. But only half think that companies actually place people over profit, said Giulia Siccardo, partner and environmental, social, and governance (ESG) expert at McKinsey & Company. Siccardo added there’s much at stake in closing that gap, because companies that invest in ESG are able to deliver higher returns to shareholders.

At our digital event Conversations for a Changing World, Siccardo teed up a discussion on how companies can “walk the talk” when it comes to ESG. Ann Dennison, executive vice president and CFO at Nasdaq, and Barbara Larson, senior vice president of accounting, tax, and treasury at Workday, shared deeper insights on how organizations can roll out these efforts. 

Dennison explained that Nasdaq has begun helping to shape ESG reporting in the U.S. “We believe in a sustainable future, and we believe we can be part of helping to build a sustainable future,” Dennison said of Nasdaq, which has been carbon neutral for three years.

As one example of its progress: In August, the SEC approved Nasdaq’s new rule requiring listed companies to annually disclose board-level diversity statistics using a standardized template. “We believe this is about transparency that will help build a better reporting framework for the future, and help drive knowledge and diversity across the listed companies,” Dennison said.

ESG isn’t a nice-to-have. For Nasdaq, Dennison said, ESG is imperative for growth. “Gone are the days of the investor being the only stakeholder,” she said. An organization’s stakeholder base now includes its customers, employees, and communities.

“If you want to grow your investor base, you need to be focused on ESG,” Dennison said.

Nasdaq provides several solutions to help companies do that. With its ESG Data Hub, investment managers enter their diversity data, while asset owners assess that data to determine how to allocate their dollars. Nasdaq OneReport assists corporate clients in navigating the reporting complexity of ESG. And with Nasdaq’s carbon removal marketplace Puro.earth, corporate clients can procure offsets to neutralize their carbon footprint.

To bolster its own ESG reporting, Nasdaq placed its ESG function within its finance function within the past year. That shift in its ESG reporting structure is part of Nasdaq’s long-term vision, Dennison said, “to fully leverage our data across the organization.” For instance, Nasdaq has used Workday data to get a holistic look at its suppliers’ diversity. “Without that data, we can’t have a plan,” Dennison said.

Dennison shared three strategies for CFOs to meet their own ESG goals:

  • “ESG has to be part of your overall business strategy, not a side job,” Dennison said. It should be part of board-level conversations and objectives.
  • Think about the long-term strategy. “Then break that down into smaller pieces in the short term,” shared Dennison. That should include identifying near-term key performance indicators.
  • “Use your data in the most powerful way,” she explained. Automate where you can.

Interested in learning more? Watch the full session here.

Read more in our series on ESG Reporting:

FP&A Done Right: ESG Reporting Tools

FP&A Done Right: Finance’s Role in ESG Reporting

Modern Accounting: Driving Sustainability

FP&A Done Right: The Role of Narrative Reporting in ESG

More from Workday Adaptive Planning:

FP&A’s Role in ESG Planning and Reporting

Planning for a Sustainable Future: How Organizations Can Deliver Data-Driven Results

This blog post was originally published on the Workday Adaptive Planning blog. https://blog.workday.com/en-us/2021/finance-leaders-discuss-why-esg-imperative-business-growth.html

Home » Budgeting Planning & Forecasting

Filed Under: FP&A Done Right Tagged With: Budgeting Planning & Forecasting, Environmental Social Governance, esg, Financial Performance Management, Workday, Workday Adaptive Planning

FP&A Done Right: Approaches to Long-Term Planning

November 14, 2022 by Lee Lazarow

“If you fail to plan, you are planning to fail.” – Ben Franklin

In our collective rush to react to ever-changing marketplace dynamics and shifts in the economy, it’s easy to focus on short-term plans, to the neglect of long-term planning. Today’s leaders need to have several plans – short-term, medium-term, and long-term.

Different plans for different needs

How do these plans differ? A short-term plan is designed to show granular details for a limited time frame. This is often updated monthly, although we have some clients updating their plans on a weekly basis. One of our clients follows a process where local managers update their plans on Mondays and Tuesdays, have the regional managers review the data on Thursdays, and allow senior management to analyze and assess the data on Fridays. Each Monday they start the process over.

Most organizations utilize a medium-term plan that looks out anywhere from a few quarters to a full year. Most people will think of this as a standard monthly forecast with data at a bit more of a higher level, but still somewhat details.

A long-term plan often goes out multiple years. Many companies create a 5-year plan, although some industries such as entertainment and pharmaceutical often create 20-25 year plans. A long-term plan is a high-level view of the business. It’s not nearly as granular as short, or even medium-term plans. The plan does not get down to the level of looking at a GL account or a customer. It’s a measuring tool and a defined way of reviewing the progress of the company. In short, long-term planning helps to set the company’s direction.

The essentials of long-term planning

The long-term plan gives you guidance on how to answer several questions, including:

  • How can we expand the company?
  • How can we look into acquisitions?
  • What products, geographies, and verticals can we or should we add?
  • What products no longer make sense?
  • How do debt payments impact cash flow?
  • What type of labor, buildings, locations, and equipment do we need?

A long-term plan can be considered a proactive approach to risk mitigation, enabling companies to plan, think ahead, prepare for, and lessen the impact of potential negative effects. At Revelwood, we recommend two approaches to long-term planning: the growth percent approach and a driver-based approach.

We often see both of these methods used when performing long-term planning in IBM Planning Analytics with Watson:

Growth percent approach

The growth percent approach allows you to adjust groups of data (accounts, departments, etc.) by increasing or decreasing the values from the previous year. Some clients prefer to simply use a single percentage (example: reduce all expenses by 2% each year for the next five years) whereas some clients prefer to include more variation (example: reduce utilities expenses by 2% next year, by 3% the following year, and by 4% for the next three years). But no matter what level of detail is used, Planning Analytics’ powerful scripting tool will perform the entire long term plan in a matter of seconds.

Driver-based approach

A driver-based approach uses operational activity to calculate key variable revenues and expenses. This approach allows you to simplify the input by defining a set of drivers and creating calculations that use the drivers.  For example, a single driver of “units sold” can be used to immediately calculate revenue, COGS, and some of your variable expenses using the tool’s efficient calculation engine.

Mitigate risk with long-term planning

Long-term planning is your company’s assurance against planning to fail. There’s a reason why Franklin’s quote has lasted through the years. And it should be the motto of every planning team.

Learn more about long-term planning by watching our on-demand webinar – Long-Term Planning in IBM Planning Analytics.

This post originally appeared on IBM’s Journey to AI blog.

Home » Budgeting Planning & Forecasting

Filed Under: FP&A Done Right Tagged With: Budgeting Planning & Forecasting, Financial Performance Management, IBM Planning Analytics, Planning & Reporting, TM1

Workday Adaptive Planning Tips & Tricks: Reusable Reports

November 9, 2022 by Ben Alcock

As a relative newcomer to Workday Adaptive Planning, I find the Reusable reports function particularly useful.

The ability to create a Reusable Report is a function in Adaptive Planning that preserves the elements and format of a previously saved Matrix Report. Row and column segments that have been organized and formatted are added to the element pane and are able to be dragged and dropped on any new Matrix Report to quickly add structure.

A good use for Reusable Reports is when building multiple reports for a version that occurs during the same time period. After formatting this once, you can easily drag and drop each segment to a new report and your time and version structure will carry over. Another use is combining reports – it’s  as easy as saving one or both as reusable and then adding it to the bottom of the other to display them together.

Here is how to save an already created Matrix Report as reusable and use it to quickly create another similarly structured report.

The example report we’re going to use displays the revenue of each product group and total Product Revenue for the year 2019, in the Version: “Last Year Budget – Approved”.

Below shows the behind-the-scenes Report Editor for the above report.

Notice how the columns are expanded to show each quarter as well as the full year total. This is a format choice made in the Elements Pane that we want to reuse in the next report we build.

To make this a Reusable Report, first find the report on the Reports Overview page.

Right click on the report and select “Add to Reusable Reports”

Now we’re going to create a new Matrix Report that displays the maintenance revenue of each account and total maintenance revenue for the same year and version as the 2019 Product Revenue report.

Create a new Matrix Report and look at the bottom of the Elements Pane on the left, notice the section for Reusable Reports.

From here, expand the report you want to reuse and drag and drop the desired elements/segments. In this example, we want to reuse the column segment and its formatting.

Add to the row axis the element you wish to display on your new report, in this case we want the account, Maintenance Revenue.

Select Save and Run, and just like that, you’ve used a Reusable Report to quickly create a similar but different report that follows the same time and version formatting as the other!

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Read more Workday Adaptive Planning Tips & Tricks:

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