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Budgeting Planning & Forecasting

IBM Planning Analytics Tips & Tricks: Show Members

October 27, 2020 by Lee Lazarow Leave a Comment

Tips & Tricks

Did you know that while you are doing dimension maintenance, you can quickly view an element’s parents or children in IBM Planning Analytics Workspace (PAW) via a single click? Here’s how you can do this:

Step 1: Select the dimension to be edited. This is done by either right clicking on a dimension and selecting the option to “Edit Dimension” or by dragging the dimension onto a sheet.

Step 2: Right click on an element and select the option to “Show Member.” You will then see two sub-options: one for Parents and one for Children.

IBM Planning Analytics Tips & Tricks: Show Members
  • If you select the option for Parents then you will see all of the parents associated with the selected element. In this example, there is only one parent within the dimension structure.
Show members in IBM Planning Analytics
  • If you select the option for Children then you will see all of the children associated with the selected element. In this example, there are three elements in the consolidation.
How to show members in IBM Planning Analytics

Once defined, you can then perform dimension maintenance to each of the elements on your screen.

This approach allows you to easily traverse up or down your dimension while minimizing the amount of extra elements on the screen.

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: Sort Elements within a Subset

IBM Planning Analytics Tips & Tricks: Editing Chores While Active

IBM Planning Analytics Tips & Tricks: Creating Groups in PAW

Home » Budgeting Planning & Forecasting » Page 10

Filed Under: IBM Planning Analytics Tips & Tricks Tagged With: Budgeting, Budgeting Planning & Forecasting, Financial Performance Management, IBM Cognos TM1, IBM Planning Analytics, lee lazarow, Planning & Forecasting, Planning & Reporting, Planning Analytics Tips & Tricks, Revelwood, TM1

IBM Planning Analytics Tips & Tricks: An Approach to Strengthening your MDX Skills

October 20, 2020 by Lee Lazarow Leave a Comment

Tips & Tricks

Are you new to IBM Planning Analytics and looking for a good way to learn about the various commands associated with MDX? The Planning Analytics subset editor offers a great way to teach you about MDX expressions that can be used to define elements within a dimension.

The example below shows the results of a subset that includes all descendants of Total Department. The subset was created by simply dragging Total Departments into the current set while having the member insertion defined as descendants.

IBM Planning Analytics Tips & Tricks: Subset MDX Button

Once created, I can see the MDX expression that is used by clicking the MDX button at the top, right corner of the screen. The resulting expression is:

IBM Planning Analytics Tips: Subset MDX button

However, this button is not only used to view your newly created MDX expressions. The button also allows you to edit the expression. In this case, I can change the root element to be Sales and Marketing by simply typing over the existing MDX expression.

IBM Planning Analytics Tricks: Subset MDX button

After clicking the OK button, the elements in the current set are updated.

Subset MDX button in IBM Planning Analytics

This approach can help you to learn the fundamentals of MDX expressions, which are helpful for many different components of Planning Analytics.

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: Sort Elements Within a Subset

IBM Planning Analytics Tips & Tricks: Editing Chores While Active

IBM Planning Analytics Tips & Tricks: Creating Groups in PAW

Home » Budgeting Planning & Forecasting » Page 10

Filed Under: IBM Planning Analytics Tips & Tricks Tagged With: Budgeting, Budgeting Planning & Forecasting, Financial Performance Management, IBM Cognos TM1, IBM Planning Analytics, lee lazarow, Planning & Forecasting, Planning & Reporting, Planning analytics + MDX, Planning Analytics Tips & Tricks, Revelwood, TM1

FP&A Done Right: To Recover from Economic Shock, Are CFOs Envisioning Enough Scenarios?

October 16, 2020 by Revelwood Leave a Comment

This is a guest blog post from our partner Adaptive Insights, written by Bob Hansen. Hansen explains the why scenario modeling is imperative when facing disruption.

Three out of four finance executives recently acknowledged that the planning processes their companies have in place do not equip them to respond quickly to major economic and geopolitical disruption.

Published in November of last year, the survey results could hardly have been more timely. Just a few weeks later, a virus would emerge in Wuhan, China, that would touch off a global pandemic, sending shocks through virtually every business.

Few could possibly have predicted how this event could have sent recently minted plans and forecasts for 2020 into trash bins everywhere. But even before the SARS-CoV-2 outbreak, CFOs and other execs were keenly aware that business conditions were unpredictable. They were equally aware of the hurdles keeping them from the adaptability and agility needed to outmaneuver and pivot around unforeseen obstacles. The same 75% of survey respondents who said their planning processes left them vulnerable also reported that outdated legacy planning systems, siloed planning processes with limited collaboration, and a lack of relevant workforce skills were keeping them from embracing the one thing their business needed to weather the storms of disruption: agility.

If ever there was a time to marshal all the tools and technology available to help organizations meet the needs of persistent, significant change, that time is now. And as businesses figure out how to recover from the initial shocks brought by the pandemic, gaining a clearer picture of what the future could hold may well be priceless.

CFOs have known this all along

A look back shows that finance executives have long recognized the importance of agility—and the need to plan for the unexpected. A 2016 global survey found that 67% of CFOs respondents said they were concerned about economic uncertainty in their region. Those worries turned out to be prescient. Soon would come tumultuous trade wars and other global impacts, culminating eventually in an unprecedented global pandemic impacting public health, transportation, critical supply chains, and more.

Indeed, forces like digital transformation, automation, and globalization have made agility a business imperative. Though change is a constant, it continues to accelerate.

Now, with so much uncertainty in front of us, agility is more important than ever.

Scenario planning: The reality check every business needs

Back in 2016, CFOs were asked how they could add the most strategic value when managing through an economic or business contraction. Nearly half (48%) said planning for multiple scenarios could help reduce risk by allowing their organizations to respond and course-correct when conditions change.

Since then, scenario planning has become an even more critical capability for finance and beyond. For businesses, it’s helpful to understand that scenario planning isn’t about modeling the likely effects of a specific disruption, such as a pandemic. Why? Because a disrupted supply chain could result from any number of causes: a natural disaster, a fuel crisis, a regional currency crash, political unrest, a pandemic—the list is virtually endless. So it’s important to instead build scenarios based on the likely impacts and model around those. Running what-if scenarios involving possibilities like cost cutting or changes in demand helps to prepare a series of contingency plans to address the financial, operational, and cash flow impacts that could result from specific disruptions.

And companies are doing this now more than ever before. For example, one higher education institution is running scenarios around the loss of room and board revenue, the possibility of fewer returning students, and the expenses associated with remote online learning. Another example is a healthcare organization that has used multidimensional, driver-based modeling capabilities to make course corrections while managing changes in patient volumes, increased government regulations, and a decline in insurance reimbursement.

Regardless of the industry or use case, multiple scenario planning empowers organizations to isolate their drivers, model according to how those drivers might be impacted, and sharpen their foresight to know what their future selves might need to do. It’s a reality check for a reality that hasn’t yet happened.

Scenario planning beyond the bottom line

How are these companies able to conjure up a crystal ball and peer into a mix of their possible futures? They do it through active planning.

Unlike its manual, siloed, episodic, static predecessor, active planning is comprehensive, continuous, and collaborative. Active planning processes are fueled by real-time data, powerful automation, and advanced technologies like machine learning to help planners throughout the business model what-if scenarios with virtually no limits—while iterating multiple scenarios rapidly to identify the most likely outcomes and most effective actions. The most advanced platforms even help you identify erroneous predictions, so you can have more confidence in the scenarios you model. Meanwhile, monitoring results helps you to identify trends and patterns that could further refine your scenario model.

By incorporating financial and nonfinancial inputs that might be impacted by economic disruptions into your active planning model, you can draw more parallels between drivers and better understand how one affects the other. Your responding game plan will also be more comprehensive, encompassing multiple departments for swifter execution and more precise pivots. This includes financial, workforce, and salesplanning.

Are you exploring enough what-ifs?

The right platform will allow CFOs and their teams to model any number of scenarios—and modeling enough of them could mean the difference between success and failure. Just be sure these scenarios are anchored around your key business drivers so that you avoid wandering off into low-value explorations that tie up valuable resources to game out extremely unlikely events.

But do assess a wide range of outcomes, including best case, worst case, and most likely. Generating a 360-degree view of potential outcomes helps you and your organizational leaders make better decisions. And developing strong internal communications to distribute and disseminate scenarios quickly and with the right people allows you to stay on top of changing conditions and quickly shift gears.

To jump-start the what-if scenario modeling process, ask questions that will help you fully explore the possibilities of a business interruption, price war, revenue slide, or any other scenario worth planning for:

  • What do financial hits like deferred revenue or default payments do to revenue forecasts? How will they affect demand planning for things like potential location closures or inventory imbalances?
  • How will you balance your short-term workforce needs against the long-term needs of the business?
  • Is there a shortage of a certain skill set that’s currently high in demand and lacking in your area? How can you source people with those skills?
  • What if you forgo hiring until the next quarter or even the quarter after that?
  • What happens if you need to reduce employee pay or staff levels?
  • How will you adjust your goals or quotes, and what does the ripple effect of that look like throughout the sales department?
  • What if your sales pipeline freezes or shrinks?
  • How can you adjust for potential reduction of sales resources, and how will that impact bookings, productivity, and costs?
  • How will seasonality affect already disrupted cash flow?

You’re not a fortuneteller, but you can be better prepared

You may not be able to predict the next pandemic, the next recession, or the latest technological advancement that sends shockwaves through your industry. But if you model enough of the most critical what-if scenarios, you can meet disruption with agility. And that may be the most valuable outcome of all.

This blog post was originally published by Adaptive Insights.

Home » Budgeting Planning & Forecasting » Page 10

Filed Under: FP&A Done Right Tagged With: active planning, Adaptive Insights, Analytics, Budgeting, Budgeting Planning & Forecasting, disruption, driver-based modeling, Financial Performance Management, scenario modeling, scenario planning, what-if scenarios, Workday Adaptive Planning

IBM Planning Analytics Tips & Tricks: Sort Elements within a Subset

October 6, 2020 by Lee Lazarow Leave a Comment

Tips & Tricks

Did you know that there are two different ways to sort elements within a subset in IBM Planning Analytics?

Below is an example of a subset which shows a standard time dimension:

Subset sort options in IBM Planning Analytics

One approach sorts all elements either ascending or descending, regardless of level. These are done via the following icons:

IBM Planning Analytics Tips & Tricks: Subset sort options

The result of this type of ascending sort will put all elements in alphabetical order, regardless of level:

Understanding subset sort options in IBM Planning Analytics

The other approach also sorts elements either ascending or descending, but this approach takes levels into consideration. These are done via the following icons:

Subset sort options in IBM Planning Analytics

The result of this type of ascending sort will put all elements in alphabetical order while keeping the levels intact:

Learn subset sort options in IBM Planning Analytics

This approach will allow you to sort your list of elements in various ways, which offers different opportunities based on the elements within the dimension.

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: Editing Chores While Active

IBM Planning Analytics Tips & Tricks: Creating Groups in PAW

IBM Planning Analytics Tips & Tricks: Control Space

Home » Budgeting Planning & Forecasting » Page 10

Filed Under: IBM Planning Analytics Tips & Tricks Tagged With: Budgeting, Budgeting Planning & Forecasting, Financial Performance Management, IBM Cognos TM1, IBM Planning Analytics, lee lazarow, Planning & Forecasting, Planning & Reporting, Planning Analytics Tips & Tricks, Revelwood, TM1

IBM Planning Analytics Scores 13 Top Rankings and 21 Leading Positions in BARC’s The Planning Survey 20

October 5, 2020 by Lisa Minneci Leave a Comment

News & Events

IBM Planning Analytics, which is built on the well-known and proven TM1 engine, received numerous high marks in this year’s annual Planning Survey from BARC. The survey provides a “detailed quantitative analysis of why customers buy planning tools, what they use them for, they everyday problems that users experience with the tools and how successful they are.”

The survey findings include:

  • 954% of surveyed users rate IBM Planning Analytics’ coverage of planning-specific requirements as excellent or good, compared to 89% for the average planning tool
  • 50% of surveyed users chose IBM Planning Analytics because of its flexibility, compared to 48% for the average planning tool
  • 43% of surveyed users chose IBM Planning Analytics because of its convincing performance, compared to 31% for the average planning tool.

“Besides planning, customers mainly use IBM Planning Analytics for ad hoc query and reporting (91 percent), standard/enterprise reporting (77 percent) and basic data analysis (72 percent). 51 percent of respondents plan to use it for advanced analysis in the future … 67 percent of Planning Analytics users are planning users – just above the survey average of 65 percent – reflecting the fact that Planning Analytics is essentially a planning tool with complementary BI and analytics functionality.” – BARC Comment

BARC Planning Survey 20

Download the highlights to learn details on IBM Planning Analytics’ rankings, read customer quotes, and more.

Home » Budgeting Planning & Forecasting » Page 10

Filed Under: News & Events Tagged With: analyst report, Analytics, BARC, BARC Planning Survey 20, Budgeting Planning & Forecasting, Financial Performance Management, IBM Cognos TM1, IBM Planning Analytics, Planning & Forecasting, Planning & Reporting, TM1

IBM Planning Analytics Tips & Tricks: Editing Chores While Active

September 29, 2020 by Lee Lazarow Leave a Comment

Did you know that IBM Planning Analytics Workspace (PAW) allows you to edit chores while they are active? Perspectives required you to de-activate a chore, make your modifications, and then re-activate it. However, the two “bookend” steps of this approach have been eliminated in the PAW environment.

To edit a chore, right click on the name of the chore and select the option to “Edit Chore.”

IBM Planning Analytics Tips & Tricks: Editing Chores

The chore will open to show you information about the chore.  You will then be able to edit the details associated with the schedule and the specific processes to run.

You have the option to disable the schedule at any time, but this is no longer a requirement.

Editing chores in IBM Planning Analytics Workspace

This approach allows you to quickly modify your chores without having to perform the mundane steps of de-activating it and then re-activating it. This also means that you no longer need to remember to turn the chore back on after making your changes!

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: Home Button

IBM Planning Analytics Tips & Tricks: Edit Action Button

IBM Planning Analytics Tips & Tricks: Comparing Sandboxes

Home » Budgeting Planning & Forecasting » Page 10

Filed Under: IBM Planning Analytics Tips & Tricks Tagged With: Analytics, Budgeting Planning & Forecasting, Financial Performance Management, IBM Cognos TM1, IBM Planning Analytics, lee lazarow, Planning & Forecasting, Planning & Reporting, Planning Analytics Tips & Tricks, Revelwood, TM1

Office of Finance Benchmark Data

September 28, 2020 by Lisa Minneci Leave a Comment

News & Events

Do you know how your Office of Finance compares to others? A recent report from Ventana Research looks at change in the Office of Finance and provides benchmarks against which senior finance executives can compare their departments against their peers.

Ventana has researched the performance of the finance organization for 15 years. The report provides a comprehensive look at how the Office of Finance is transforming, the importance of Finance IT, key insights for the Office of Finance, and 10 best practice recommendations.

Benchmark data

Ventana shares plenty of interesting benchmark data in this report, including:

  • 76% of finance leaders surveyed cite analytics as critical for improving their performance
  • The share of companies that have a Finance IT group has increased to 59% from 45% in 2014
  • More than one in five said their process for creating finance analytics works very well
  • 32% said they use analytics to improve performance, compared to 14% in 2014
  • 46% of senior executives report full availability of finance analytics
  • 72% report reviewing their close process either monthly or quarterly
  • Companies that close their books within six days after the end of the quarter are more likely to provide executives with timely information
  • 66% report their budgets remain relevant through the period
  • 52% review their actual to budgets within six days; 19% do it within three business days
Home » Budgeting Planning & Forecasting » Page 10

Filed Under: News & Events Tagged With: Analytics, Budgeting Planning & Forecasting, Financial Performance Management, Office of Finance, Planning & Forecasting, Planning & Reporting, Ventana Research

IBM Planning Analytics Tips & Tricks: Creating Groups in PAW

September 22, 2020 by Lee Lazarow Leave a Comment

Did you know that you can create new groups and delete groups directly in IBM Planning Analytics Workspace (PAW)?  This is done within the dimension editor via the same screen that you use to edit dimensions and attributes.

Step 1: Select the dimension to be edited.  This is done by either right clicking on a dimension and selecting the option to “Edit Dimension” or by dragging the dimension onto a sheet.

Step 2: Switch to member security mode.  This is done by clicking the Member Security Mode icon:

IBM Planning Analytics Tips & Tricks: Creating Groups in PAW

Step 3: You can now modify groups by selecting the icon to either create or delete a group:

Creating groups in IBM Planning Analytics Workspace

If you choose the option to create a group then you will be prompted for the group name.

How to create groups in IBM Planning Analytics Workspace

Once created, you can then set security by right clicking on the applicable areas:

  • Right click on the group name to define security for all elements within the group
  • Right click on a specific element to define security only for that element

This approach will save you time by allowing you to perform all aspects of dimension maintenance within a single area.

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: PAW Cell Comments

IBM Planning Analytics Tips & Tricks: New Features in PAW – Data Refresh

IBM Planning Analytics Tips & Tricks: PAW Pass Context

Home » Budgeting Planning & Forecasting » Page 10

Filed Under: IBM Planning Analytics Tips & Tricks Tagged With: Analytics, Budgeting Planning & Forecasting, Financial Performance Management, IBM Cognos TM1, IBM Planning Analytics, lee lazarow, Planning & Forecasting, Planning & Reporting, planning analytics tips & tricks video, Revelwood, TM1

FP&A Done Right: Planning for What’s Next in Uncertain Times

September 18, 2020 by Revelwood Leave a Comment

FP&A Done Right

This is a guest blog post from our partner Workday Adaptive Planning, written by Michael Magaro. The blog post was originally published on FEI Daily.

The COVID-19 pandemic changed our world, almost overnight, and businesses are having to adjust. The unprecedented nature of the pandemic means no one knows how deep the economic downturn will be, or how long it will last, which makes financial planning for businesses especially difficult.

Fitch Ratings’ “Global Economic Outlook” states that global economic activity will decline by 1.9% this year with the U.S., Eurozone and UK GDP down by 3.3%, 4.2% and 3.9%, respectively. Some industries will be more impacted than others, and next to no one has historical experience with pandemic conditions.

Companies are clearly having a hard time planning. A survey from Gartner of 99 CFOs and finance leaders taken April 14-19 revealed that 42% of CFOs have not incorporated a second wave outbreak of COVID-19 in the financial scenarios they are building for the remainder of 2020, a finding dubbed “surprising,” by Alexander Bant, practice vice president, research, for the Gartner Finance.  Many public companies have also withdrawn guidance due to lack of visibility.

So how do companies plan when visibility is so cloudy, and unknowns are so numerous?

For the finance team at Workday, we are embracing scenario planning—basically harnessing the power of “what if”—to respond to COVID-19, and so are many of our customers. Our cloud planning platform is processing up to 30 times more forecasts and build-out scenarios for customers than in a typical, pre-pandemic week. And given the volatility and unpredictability we’ve seen, it’s not likely to ease up soon.

But the reality is that agility starts with planning. Not long before the pandemic hit, we, like many companies, had our plan in hand and were evaluating many different potential outcomes, including whether the long-running economic expansion would begin to show signs of slowing. As the realities of the pandemic came into view, we stepped up scenario planning in order to adapt to changing market conditions–and achieve the level of agility our business demands. And, while we continue to adjust and adapt like all companies, we identified five critical steps for successful scenario planning.

Step One: Assess potential impact to the top line

How will what’s happening impact revenue and the various revenue streams that feed the top line number? For many companies, this will include impacts to new business activity, customer retention, and assumptions that went into the impact of new product launches — if any exist.

Each business faces a different situation. During the pandemic, many hospitality businesses are struggling. Meanwhile, many online retailers are going strong. Each industry’s history can be instructive. During the 2002 Dotcom crash and the 2008 financial crisis, for instance, software companies with a higher percentage of SMB customers took a bigger hit to monthly renewal rates.

Because no one has historical data for a pandemic, it’s important to start off fairly basic with scenario planning. Model some elements from the top line, such as new sales, business renewal activity, and up-sell to existing customers by quarter throughout the year. Consider a range of scenarios possible for your business, perhaps 50%, 65% and 80% of a pre-pandemic plan. This gives a good view into what could happen to the income statement and balance sheet and help businesses understand variances on metrics that matter most to them. For organizations similar to Workday, that’s subscription revenue growth, non-GAAP operating margin, and, ultimately, cash flow.

Step Two: Identify levers on the investment side of the business

What levers do you have to pull? For most companies, people are the biggest cost. Do you hire as planned before the pandemic? What are the differences between hiring as planned, freezing hiring for the rest of the year, and the range of options in between? No business wants to cut job cuts at any time, so it’s important to understand other cost levers at your disposal, and the various outcomes possible when you pull them. To understand your big levers, you have to really understand your business.

Step Three: Align leadership

The finance team alone should not decide steps one and two. Involve all leaders so you get the right picture and analysis, and make sure you’ve identified the right levers. Involving leaders keeps everyone aligned and thinking about the right things. For many companies this may take the form of dashboards shared across the leadership team or creating regular review meetings.

Step Four: Identify a good outcome

Ask what a good outcome looks like for your organization. This will differ for each organization. Is it to retain existing customers? Is it to retain your workforce, or to maintain a customer satisfaction standard? Is it to expand and win market share from distracted competitors? By identifying what matters most to your organization, you’ll better prioritize through steps one, two, and three. And in today’s climate, that desired outcome may change, further elevating the importance of a continuous approach to planning.

Step Five: Dive deeper

Once you have your various scenarios, and have received feedback on them, dive deeper. For some companies, this will mean digging into supply chain issues, for others it may be assessing risk by segment, etc. Third-party research can help you decide how to respond. For instance, if you know a number of your suppliers or customers are feeling a lot of pain, how can you be proactive in supporting them? Align various teams on this topic, too. For instance, sales and customer service hear directly from customers. Their knowledge should inform your analysis and drive your ability to help your customers, partners, and your own top line.

Scenario planning to continuous planning

Even prior to the pandemic, Workday’s finance organization was working toward a continuous planning framework. Our aim is to shift from annual planning and budgeting to continuous planning via more frequent reviews and assessment of how changing conditions impact our product roadmaps, and vice-a-versa. Along the way, we look at such things as margins and cash flow. Whenever conditions change, we anticipate being able to take action and adjust our model. For instance, if product development runs behind schedule, do we adjust by upping investment to get it back up to speed or do we adjust our top line estimates? If we’re operating correctly under the continuous planning framework, planning is not a point in time—it is continuous.

Embracing flexibility

The pandemic is challenging us as humans, as companies, and as business partners in all kinds of new ways. When any crisis hits, finance teams need to be able to seamlessly navigate the kinks that come with uncertainty. Scenario planning—and eventually continuous planning—enables us to embrace flexibility and to use it our advantage.

This blog post was also published by Workday Adaptive Planning and appeared here.

Home » Budgeting Planning & Forecasting » Page 10

Filed Under: FP&A Done Right Tagged With: Budgeting Planning & Forecasting, continuous planning, COVID-19, Financial Performance Management, FP&A, FP&A done right, Planning & Forecasting, Planning & Reporting

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