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

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