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Planning & Forecasting

Modern Accounting: Why Does Intercompany Accounting Crash Your Close?

August 11, 2022 by Revelwood

This is a guest blog post from our partner BlackLine, explaining why intercompany accounting is killing your close.

It’s a fact of life that if you can’t reconcile your intercompany accounts, you can’t close your books. The goal of intercompany accounting is netting to zero across the entire company. However, as multinational companies know, that is easier said than done—especially when it comes to billing services.

Deficient processes anywhere in the intercompany chain cause delays in controllership and impact a company’s monthly, quarterly, or annual close.

The Challenges of Intercompany

Without standardized intercompany processes, the risk of problems and delays that “kill your close” is high.

Poorly executed intercompany agreements

Intercompany accounting starts with an agreement between parties acting as either a seller and/or buyer to other entities in the multinational corporation. An intercompany agreement specifies what type of products will be delivered or services will be billed. It will also include details such as who is to be invoiced, what indirect taxes apply, and may even note restrictions around getting money out of the country where the buyer entity operates. If no actual agreement is in place, or if the agreement is poorly executed, mistakes must be undone and disagreements resolved. This takes extra time.

Incorrectly booked invoices

Problems progress from there as some invoices are simply not booked correctly. Perhaps a lower-level employee new to their position inadvertently books an invoice incorrectly or in a way that is inconsistent with the intercompany agreement. When it comes time to roll up the accounting, there is a disconnect between how the entities involved in the transaction accounted for that invoice. Ultimately, late in the game, the accounting team discovers these inconsistencies and must investigate where the disconnect occurred and effect a correction. This problem is further compounded as a multitude of inconsistencies roll up through the organization increasing by both number and associated value. If these issues cannot be rectified by the end of the month or quarter, they will become costly to plug.

Lack of communication

A lack of communication and standardized processes creates problems on both sides of intercompany transactions. For example, if a seller sends an invoice to the wrong distribution list or responsible person, the invoice never gets booked. Without proof of a counterparty confirmation, of a person saying, “I agree to book this,” the risk of a delay is high.

Problems on the buyer’s side arise when invoices are not processed properly. The buyer needs to book whatever service or product they receive to the right function, to the right department. This must be done in a timely manner to minimize disruptions.

Inquiries and disputes

The expedient management of inquiries and disputes presents a final challenge. Even when intercompany invoice trafficking is efficient, the person receiving the invoice may disagree with the charges. In some cases, buyers don’t communicate that they have a dispute until an invoice is overdue, putting additional time pressure on the resolution process.

Considering how many invoice disputes happen throughout the year, it’s easy to see how a poorly executed inquiry and dispute management process can critically slow a company’s close. This is further frustrated when buyers or sellers are organized in silos managing their own entity’s books while working to keep their costs down. With this perspective, if they don’t agree to pay an invoice, it doesn’t affect their margins, targets, or KPIs. They are not concerned with how an outstanding intercompany invoice impacts the larger organization. 

Is a Shared Services Team the Answer?

These intercompany challenges often drive the creation of shared service centers or centers of excellence which are tapped to manage intercompany invoicing across the enterprise. When well-formulated, these organizations can streamline intercompany invoice management and, seeing the larger picture, should increase accuracy and timeliness. However, these teams must be more than dedicated personnel assigned to intercompany tasks. Without thoughtful process design and automation and separated from the sourcing decisions by continents and time zones, a shared services team may actually increase errors. A poorly run, poorly trained shared services team also suffers from staff turnover—exacerbating mistakes.

Pressure On the Accounting Team

For the accounting team, trying to tie up the intercompany accounts at the corporate level can be extra challenging. They must track down knowledgeable parties at the entity level that may be operating in different time zones and with different work rules and holiday schedules. They face additional stress when the accounting close deadline looms, often having to spend days and nights trying to source information and resolve issues. Often, they are forced to make unfortunate write downs when time is up. The pressure becomes worse at the end of the year when issues cannot be carried over to be resolved in the next quarter.

How to Address These Intercompany Challenges

It is important to get your intercompany process right from the start. Make it well-defined and executed so that you’re not wasting time, money, and resources. Intercompany should be a net-zero game so a good policy ensures that information is right on both sides of the transaction at every stage of the process.

To prevent intercompany from killing your close, you need to establish a global intercompany standard. It should:

  • Eliminate the silos and outline how to get things done
  • Make sure invoices are booked into the right accounts and in a timely manner
  • Specify timing—for example, dictate the last day in the month/quarter that intercompany charges must be billed
  • Improve training for the shared service center team, especially new members
  • Make entity-level staff or shared services teams tie up outstanding intercompany transactions early enough so that the business unit and corporation are completed in a timely manner
  • Give you time to reconcile

How BlackLine Can Help

BlackLine helps companies centralize the management of intercompany processes, technology, and master data to create improved tax and resource efficiency while reducing operating costs. Our solution automates intercompany accounting by translating relevant data into compliant invoices and documentation to support intercompany transactions, real-time audits, and improved transaction transparency while reducing operational costs.

The art of establishing company-wide process uniformity requires experienced intercompany pros. BlackLine has guided consistency across customer organizations improving compliance and reducing risk at some of the world’s largest corporations. Uniformity and consistency are important defense lines in any transfer pricing audit as they communicate a sense of control and defend against disorder.

Read more Modern Accounting blogs:

Modern Accounting: Four Key Ways AR Automations Propel Financial Operations

Modern Accounting: 6 Essential Qualities for Surviving the Robot Uprising in Accounting

Modern Accounting: How to Approach Intercompany Recharging

Home » Planning & Forecasting » Page 6

Filed Under: Financial Close & Consolidation Tagged With: accounting, Financial Performance Management, modern accounting, Planning & Forecasting

IBM Planning Analytics Tips & Tricks: Customizing Background Colors for Data and Header Cells

August 9, 2022 by Revelwood Leave a Comment

Tips & Tricks

Did you know that update 76 of IBM Planning Analytics allows you to customize background colors for data and header cells within your Planning Analytics Workspace (PAW) views? 

To customize these colors, click on a view within a page in PAW and open the “Properties” menu.

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Within the “Properties” menu expand “Text Properties”. Within this section you will notice three subsections: “Data Cell”, “Row Header”, and “Column Header”. Each of these sections includes a setting called “Fill Color”, which defines the background color.

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In this example, I will update the data cell background color to a light blue.

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The data cells are now a light blue.

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The same can be accomplished for the row and column headers, giving complete control over the colors in your PAW view.

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: Excel’s XMATCH Function

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

IBM Planning Analytics Tips & Tricks: Excel Workbook Stats

Home » Planning & Forecasting » Page 6

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

Workday Adaptive Planning Tips & Tricks: Utilizing Split Rows in Modeled Sheets

August 3, 2022 by Revelwood Leave a Comment

Do you know how to utilize splits in Workday Adaptive Planning for a modeled sheet? Splits allow you to have multiple lines as part of one record and you can set splits on a column-by-column basis. 

A use case might be a personnel model in which you want the ability to allocate a single employee to multiple departments. To turn on splits, navigate to the settings of your modeled sheet and click “Columns and Levels.”

From here, click on the “Sheet Properties” button

Within the pop-up menu, click on “Settings” then enable “Allow Splits” and hit “OK”

Once this is completed, you will notice each column now has a checkbox for “Split.” In this example we will turn this on for the “Department” and “Allocation” columns.

Within our sheet we have an existing row for John Smith. In order to create split rows we just have to right-click on John Smith’s row and select “Split Row.” 

Once the split row is added you will see that only the two columns we designated with splits are split. The information from the consolidated row gets carried down to the split rows for the non-split columns.

In this example I will create two split rows. I’d like to allocate John Smith to two departments. After adding a second two split row, updating the information, and saving the sheet, you will now see two split rows that are each allocated 50% to their department and a consolidated row that totals up to a 100% allocation.

You could have accomplished the same end result with multiple independent rows, however, splits provide several benefits including:

  • Non-split columns will automatically copy the consolidated row data to the split rows.
  • Split rows are grouped together.
  • Groupings show the summations of split column values, in this example you can see the allocation percentages add up to 100%. Independent rows would not clearly show you an employee is allocated 100%.

Visit Revelwood’s Knowledge Center for our Workday Adaptive Planning Tips & Tricks or sign up here to get our Workday Adaptive Planning Tips & Tricks delivered directly to your inbox. Not sure where to start with Workday Adaptive Planning? Our team here at Revelwood can help! Contact us info@revelwood.com for more information.

Read more Workday Adaptive Planning Tips & Tricks:

Workday Adaptive Planning Tips & Tricks: Check Boxes in Modeled Sheets

Workday Adaptive Planning Tips & Tricks: Show Actuals for Linked Accounts

Workday Adaptive Planning Tips & Tricks: Override Formulas

Home » Planning & Forecasting » Page 6

Filed Under: Workday Adaptive Planning Tips & Tricks Tagged With: enterprise performance management, Financial Performance Management, Planning & Forecasting, Workday Adaptive Planning, Workday Adaptive Planning Tips & Tricks

IBM Planning Analytics Tips & Tricks: Excel MAXIFS and MINIFS

July 12, 2022 by Lee Lazarow Leave a Comment

Many of you know that Excel’s MAX function will define the largest value within a range. And many of you also know that Excel’s SUMIFS function will allow you to merge IF checks into your sum formulas. But did you know that Excel has a function called MAXIFS which merges these two concepts together?

The MAXIFS function is used to determine the largest number within a range that satisfies one or more conditions.

The syntax of the function is:

=MAXIFS (max_range, criteria_range1, criteria1 [,criteria_range2, criteria2] [..])

  • Max_range
    • This is required
    • This defines the range to search
  • Criteria_range1
    • This is required
    • This defines the range to perform the IF check
  • Criteria1
    • This is required
    • This defines the criteria of the IF check
  • Criteria_range2 and Criteria2
    • These are optional
    • These allow you to have multiple IF checks
    • You can have more than 2 criteria

The following example shows how to define the maximum value for Lee.  

Other iterations of this formula include MINIFS, AVERAGEIFS and COUNTIFS.

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: Unhide Multiple Excel Sheets

IBM Planning Analytics Tips & Tricks: Refresh PAW Visualizations Automatically

IBM Planning Analytics Tips & Tricks: Improve Workbook Performance

Home » Planning & Forecasting » Page 6

Filed Under: IBM Planning Analytics Tips & Tricks Tagged With: enterprise performance management, IBM Cognos TM1, IBM Planning Analytics, Planning & Forecasting, Planning Analytics Tips & Tricks, TM1

Workday Adaptive Planning Tips & Tricks: Loan Amortization

July 6, 2022 by Robert Nordhagen Leave a Comment

Loan amortization schedules in Workday Adaptive Planning are slightly different than those done in Excel.

In Excel the typical amortization schedule looks like this:

In Workday Adaptive Planning most versions only go 1-5 years into the future. Creating a complete 10-25 year amortization schedule is not the best practice. Here is an example of an Amortization Schedule in Adaptive:

In Adaptive we show inputs in rows 2-8. Rows 10 through 14 are the formulas that calculate the interest per period, the principle and the declining principal balance.  

Row 2: Input the initial loan balance for every month the loan will be active. If you are keying it in, as opposed to uploading a file from Excel, you can use Copy Forward rather than key it in every month.  

Row 3: Input Balance (if acquiring the loan). Instead of the initial balance, put the balance as of assumption date.

Row 4: Principal Payment. This is used for variable rate loans 

Row 5: The months will be the same just like the Initial Balance for every month that the loan is active.  

Row 6: Amort Month is a counter that increases by 1 each month until the loan matures, then the field should go blank. In most cases the version will max out before the loan matures.

Row 7: Interest Rate %. This will be the same every month for fixed rate loans. For variable rate, forecast the expected rate by month.

Row 8: Draw Down. This is for additional payments.  

The formula rows will calculate as follows:

Row 10: Beginning balance is equal to prior month ending balance.

Row 11: Total Payment. This is the most complicated formula and takes many scenarios into account using nested ifs. The basis of the formula is the payment formula; ie, Balance x i / ( (1+i) * (1- 1/( 1+I )^n ))

Row 12:  Interest Payment. This takes the Beginning Balance * the Interest rate (monthly rate: rate/12)

Row 13:  Principal Payment. This takes Total Payment – Interest Payment

Row 14:  Ending Balance. This takes the Beginning Balance – Principal Payment – Draw Down

Follow up to Amortization is Conversion to Straight Line

Previously, we showed how to do a loan amortization in Adaptive Planning. Now we will go to the next step: Straight-line the interest according to GAAP in certain situations. Below is a loan amortization that takes the loan payments to maturity. The interest payments are summed. That sum is then divided evenly among the payments and the amortization schedule is redone with constant interest every month as shown in the second schedule.

This is tricky in Adaptive Planning because a typical Excel schedule is run out to term since there are almost always sufficient columns in an Excel sheet to handle all the monthly payments. However, in Adaptive Planning, a typical version will be only 3 to 5 years into the future so only loans within 60 months of maturity could follow the same pattern. 

For any longer maturities we have to apply the following logic. For loans with a constant monthly payment (which is most loans), calculate the payment. Then multiply the payment by the number of payments such as $9541.10 * 120 months, which is equal to $1,144,932.00 (slightly different by $0.37 due to rounding). Subtract the initial balance $1,144,932 – $1,000,000 = $144,932 which is the total of the interest. Now the Interest Payment will be equal to the total interest divided by the number of payments as seen below.

Now the GL account for Interest Expense can be linked to SL_Interest_Pmt and the GAAP reporting of Straight Line interest will be in the P&L.

Visit Revelwood’s Knowledge Center for our Workday Adaptive Planning Tips & Tricks or sign up here to get our Workday Adaptive Planning Tips & Tricks delivered directly to your inbox. Not sure where to start with Workday Adaptive Planning? Our team here at Revelwood can help! Contact us info@revelwood.com for more information.

Read more Workday Adaptive Planning Tips & Tricks:

Workday Adaptive Planning Tips & Tricks: Save Personal Views on Sheets with Dashboard

Workday Adaptive Planning Tips & Tricks: Excel Substitute

Workday Adaptive Planning Tips & Tricks: Interactive Dashboards – Dynamic Planning with Embedded Sheets

Home » Planning & Forecasting » Page 6

Filed Under: Workday Adaptive Planning Tips & Tricks Tagged With: Adaptive Planning, Budgeting, enterprise performance management, Planning & Forecasting, Workday Adaptive Planning, Workday Adaptive Planning Tips & Tricks

Workday Adaptive Planning Tips & Tricks: Choose the Correct TIME Syntax

June 22, 2022 by Michelle Song Leave a Comment

Are you familiar with all the TIME syntax in Workday Adaptive Planning? Do you know what is the best practice for each of them? This blog post will tell you the difference between them. 

Below are the most common TIME syntax in Adaptive Planning. 

  • Month(this) 
  • Versionmonth(this) – returns the 
  • This.year.positionof(this.month)
  • This.version.positionof(this.month)

In the following example, this instance has a custom calendar which is from July – June. The example is created using Month as the stratum. The same logics are applied to Quarter and Year. 

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  • In July 2021, Month(this) returns the month in the standard calendar, which is month 7. This syntax also assumes that July is from July 1st to July 31st. For example, if 7/30/2021 in a custom calendar is actually a date in Aug 2021, then versionmonth(July-2021) and versionmonth(Aug-2021) will return the same number. This same situation also applies to Versionmonth(this).
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  • Versionmonth(this) returns the month of the version, which also follows the standard calendar and assumes July is from July 1st to July 31st. 
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  • This.year.positionof(this.month) returns the fiscal month of the year, which is month 1 for July-2021. This syntax references the custom calendar. For example, if 7/30/2021 in a custom calendar is actually a date in Aug 2021, then This.year.positionof(this.month) returns month 2 in the year, which is Aug 2021. Same situation applies to This.version.positionof(this.month). 
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  • This.version.positionof(this.month) returns the month in the version since the Start of Version. In this case, the Start of Version is July 2021, therefore it is month 1 in the version. 

Other use cases and helpful formulas related to time. 

Personnel Sheet:

  • For Headcount calculation that has a Custom Calendar and Start Date before the system date
    • this.Year.positionof(this.Month)  – correct result, but shown as RED (error) on Income Statement because the date is outside of the system date. 
    • versionmonth(this) – might result in incorrect result due to date overlaps in two months. 
    • Use iff(ROW.PartialHeadcount>0, 1,0) as a workaround. 
  • Cumulative Salary
    • Standard calendar: 

iff(month(this)>1, ROW.Salary+ROW.CumulativeSalary[time=this-1], ROW.Salary)

  • Customized calendar:

iff(this.Year.positionof(this.Month)>1,ROW.Salary+ROW.CumulativeSalary[time=this-1], ROW.Salary)

Visit Revelwood’s Knowledge Center for our Workday Adaptive Planning Tips & Tricks or sign up here to get our Workday Adaptive Planning Tips & Tricks delivered directly to your inbox. Not sure where to start with Workday Adaptive Planning? Our team here at Revelwood can help! Contact us info@revelwood.com for more information.

Read more Workday Adaptive Planning Tips & Tricks:

Workday Adaptive Planning Tips & Tricks: Flexible Planning

Workday Adaptive Planning Tips & Tricks: Common Questions Asked During Training

Workday Adaptive Planning Tips & Tricks: Where Did My Parameters Go?

Home » Planning & Forecasting » Page 6

Filed Under: Workday Adaptive Planning Tips & Tricks Tagged With: Adaptive Planning, Financial Performance Management, Planning & Forecasting, Workday Adaptive Planning, Workday Adaptive Planning Tips & Tricks

IBM Planning Analytics Tips & Tricks: PAW Chart Multicolors

June 14, 2022 by Revelwood Leave a Comment

One of the visualizations in Planning Analytics is a column chart. This type of chart is a good way to compare items since all the lines are in proportion to each other.

An easy way to create a column chart is to simply create an exploration and change the visualization into a column chart. Here is an example of a stacked exploration that compares companies by scenarios and the related column chart:

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This chart is great since it’s easy to compare the high and low values. However, it’s very hard to differentiate the sub-categories since all columns are the same color. In this case, it’s hard to compare Actuals vs. Final Budget.

You can configure your chart to use multiple colors via the following steps:

  1. While in Edit mode, single click on your chart widget.
  1. Select the option for “Fields” at the top, right corner. Not all visualizations use fields, so this may appear blank if you have not yet converted your widget to a chart.
  1. Move the applicable dimension from the Length category into the Color category. In my example, color is associated with the scenario dimension.
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Once moved, the same chart will look like this:

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This approach will allow you to use your color palettes (defined within the properties) to differentiate the dimensions within your stacked column chart and make your analyses easier.

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: PAW Visualization Value Labels

IBM Planning Analytics Tips & Tricks: Refresh PAW Visualizations Automatically

IBM Planning Analytics Tips & Tricks: PAW Maps

Home » Planning & Forecasting » Page 6

Filed Under: IBM Planning Analytics Tips & Tricks Tagged With: enterprise performance management, Excel functions, Financial Performance Management, IBM Cognos TM1, IBM Planning Analytics, Planning & Forecasting, Planning Analytics Tips & Tricks, TM1

Workday Adaptive Planning Tips & Tricks: Revenue Cohort Modeling

June 8, 2022 by Revelwood Leave a Comment

Tips & Tricks

Do you know about cohort modeling in Workday Adaptive Planning?

A cohort model provides meaningful insight of data grouped into subsets based on any characteristic important to the company. The groups are called “cohorts.” Cohorts can be based on time (i.e. season, monthly, yearly), segment (i.e. commercial, residential), or size (i.e. low, medium, high), just to name a few. Cohorts follow a pattern of behavior that helps analysts project future trends. This can help companies focus efforts on lowering churn and optimizing revenue.

Cohort model vs. Regular model

Compared to a regular model, a cohort model provides a more granular view of the data. Projecting revenue at the cohort level helps companies understand outliers that would otherwise be missed in a regular revenue model.

For example, in a regular model, projected revenue shows overall revenue for the year and may show growth. However, if you dig further into the segments, you will see that one cohort, such as small businesses in the manufacturing industry, had a large decline in sales.

If this information was available early in the year, further decline could have been prevented and management could have strategized to avoid a blow to the bottom line in the following year. Maintaining and analyzing multiple cohort models on a regular basis is crucial for successful strategic planning.

Where to use cohort modeling

  • Subscription base revenue – tech, gaming, food, streaming, service, etc.
  • Contract billing – by milestone, period, ASC 606 amortization, etc
  • Seasonality base revenue
  • Freemium – lead conversion
  • Sales Rep capacity or conversion

How to build cohort models in Workday Adaptive Planning

Cohort model in Adaptive may comprise of multiple sheets. Below is an example of a cohort model structure.

  1. 1. Planned # of Customers/Cohort
  • Modeled sheet
  • Create number data entry column to input number of customers
  • Create calculated account and link the data entry column
  • Input by cohort dimension – this can be by month/period, type of cohort, etc (ex. Jan, Feb, Mar – the month new customers are acquired)
  • No timespan

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  1. 2. Cohort Drivers/Curves 
  • Modeled sheet
  • Create number data entry columns, display as % (ex. 12 columns representing 12 months of the year) – this is where to input cascading percentages (aka curve)
  • Create calculated accounts for each data entry column and link
  • No timespan

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  1. 3. Revenue per product/customer by month
  • Modeled Sheet
    • With timespan Graphical user interface, application, table

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  1. 4. Cohort Waterfall
  • Cube sheet
  • Create standard account as a trigger – in this case using active month designation
    • The active month designation to trigger what month the cohort waterfall calculates for each acquisition month
  • Create calculated account with formula using iff and switch (this serves as an index match)

iff(isblank(ACCT.Cohort_Waterfall.Cohort_ActiveMonths),blank(),

iff(this.version.isactuals,blank(),

ACCT.NewCustomers_byCohort.No_Customers[Sales Region=this, Sales Channel=this, Order Type=this, Products=this, Cohort Acquisition Month=this]

*

switch(ACCT.Cohort_Waterfall.Cohort_ActiveMonths,

1,ACCT.Cohort_Drivers.M1[Sales Region=this, Sales Channel=this, Order Type=this, Products=this],

2,ACCT.Cohort_Drivers.M2[Sales Region=this, Sales Channel=this, Order Type=this, Products=this],

3,ACCT.Cohort_Drivers.M3[Sales Region=this, Sales Channel=this, Order Type=this, Products=this],

4,ACCT.Cohort_Drivers.M4[Sales Region=this, Sales Channel=this, Order Type=this, Products=this],

5,ACCT.Cohort_Drivers.M5[Sales Region=this, Sales Channel=this, Order Type=this, Products=this],

6,ACCT.Cohort_Drivers.M6[Sales Region=this, Sales Channel=this, Order Type=this, Products=this],

7,ACCT.Cohort_Drivers.M7[Sales Region=this, Sales Channel=this, Order Type=this, Products=this],

8,ACCT.Cohort_Drivers.M8[Sales Region=this, Sales Channel=this, Order Type=this, Products=this],

9,ACCT.Cohort_Drivers.M9[Sales Region=this, Sales Channel=this, Order Type=this, Products=this],

10,ACCT.Cohort_Drivers.M10[Sales Region=this, Sales Channel=this, Order Type=this, Products=this],

11,ACCT.Cohort_Drivers.M11[Sales Region=this, Sales Channel=this, Order Type=this, Products=this],

12,ACCT.Cohort_Drivers.M12[Sales Region=this, Sales Channel=this, Order Type=this, Products=this],

0)))

Cohort modeling is a powerful feature in Workday Adaptive Planning. Try it out and see what insights you can discover.

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Visit Revelwood’s Knowledge Center for our Workday Adaptive Planning Tips & Tricks or sign up here to get our Workday Adaptive Planning Tips & Tricks delivered directly to your inbox. Not sure where to start with Workday Adaptive Planning? Our team here at Revelwood can help! Contact us info@revelwood.com for more information.

Read more Workday Adaptive Planning Tips & Tricks:

Workday Adaptive Planning Tips & Tricks: Check Boxes in Modeled Sheets

Workday Adaptive Planning Tips & Tricks: Excel Reporting Using a Report Template

Workday Adaptive Planning Tips & Tricks: Expand/Collapse Feature in OfficeConnect

Home » Planning & Forecasting » Page 6

Filed Under: Workday Adaptive Planning Tips & Tricks Tagged With: Adaptive Planning, Financial Performance Management, Planning & Forecasting, Planning & Reporting, Workday Adaptive Planning, Workday Adaptive Planning Tips & Tricks

FP&A Done Right: Is Your Planning Process Hindering Decision Making?

June 18, 2021 by Revelwood Leave a Comment

This is a guest blog post from our partner Workday Adaptive Planning, explaining how and why you should foster a culture of planning.

Long planning cycles. Short-lived plans. Siloed efforts. Hard-to-find errors. And never enough time for strategic analyses.

Do these FP&A issues ring a bell?

They should, if your planning processes are largely manual and mostly spreadsheet based, and don’t lend themselves to collaboration or version control.

An over-reliance on spreadsheets and legacy on-premises applications constrains the organization with rigid, siloed planning. These legacy planning environments are inflexible and brittle, prevent collaboration, and fail to deliver insights that drive decision-making.

Often, finance leaders are not even aware of how manual processes such as the gathering and consolidating of data, cumbersome email-based communication, and complex report creation put a strain on finance resources—a strain that keeps the finance team locked in low-value tasks. And while markets, revenue targets, and costs constantly move, old-world planning processes hinder related planning and reporting and slows decision-making to a crawl. Leaders either don’t have numbers they trust or don’t have the insights needed for agile decision-making.

Create value in all corners of the organization

Opportunities to grow are exceedingly challenging in a highly competitive and increasingly global environment. CFO research surveys typically characterize their corporate innovation efforts as highly successful. The success rate is low because getting the people, processes, and data all moving in the same direction can be difficult. To create value in all corners of the organization—sales, marketing, operations, and HR—everyone needs to fully engage with the planning process.

A siloed, spreadsheet-based approach leaves operational leaders in the dark and keeps business planning out of sight. Stakeholders don’t know where they are falling short; they can’t manage what they can’t see. While traditional planning functions on a rigid schedule (e.g., monthly), business operations are incredibly fluid. No business leader should be forced to wait until the month-end report is generated to make a decision. A finance team’s inability to provide insights in a timely manner hampers decision-making across the organization.

It’s no wonder that forward-thinking organizations are opening their eyes to a more effective and efficient way to plan—modern planning. Companies that adopt a modern planning process are better prepared to identify and take advantage of growth opportunities and operate more efficiently. Modern planning is collaborative, so you can plan as a team, and it’s continuous, so you can rapidly adapt to change.

Fostering a culture of planning

Instead of complex legacy applications and hordes of spreadsheets strewn across the organization, competitive organizations leverage cloud-based planning solutions to respond proactively to an ever-changing marketplace. Enterprise performance management solutions that integrate planning with source ERP, CRM, HR, and payroll systems offer a single version of the truth that fosters a culture of planning built on trust and real-time data.

Forward-thinking finance organizations recognize that planning will no longer suffice in a real-time, data-centric environment. The days of building elaborate spreadsheets to forecast the business trajectory—only to put them away until the next planning cycle—are fading quickly, at least at companies that want to remain competitive. A new modern planning model is emerging, centered around cloud-based tools to build accurate planning models faster, reduce errors, foster collaboration, and drive better decision-making. As stakeholders are more involved in the planning process, they’re gaining greater trust in the data. Leading finance organizations are using modern planning to:

  • Free up finance time and capacity
  • Improve the accuracy and integrity of finance and accounting data, plans, and reports
  • Accelerate cycle times for critical finance processes like month-end close, operational reporting, planning, and what-if analysis
  • Enhance collaboration with business stakeholders

In short, these finance organizations are leading with insights to drive business decisions and, in the process, elevating the role of finance to be more strategic.

Change starts at the top

Modern planning requires a cultural shift, but the rewards make it worth the effort. It can be difficult to get people to move from the comfort of their familiar spreadsheets to cloud-based collaborative planning tools, and the change has to start at the top.

The key to successfully transitioning to a modern planning model is thoughtful change management, wherein all parties understand the value of centralized planning tools and how they can contribute. When everyone takes ownership and knows how they are expected to add value, innovative planning, analytics, and performance measurement engage more people—including sales, marketing, operations, and HR—in the process of planning, moving away from the old, static models of the past.

The true payoff of modern planning is realized when everyone is working together on a continuously updated plan that incorporates fresh, valuable, and trusted data.

Tomorrow’s winners will be the most agile

In summary, modern planning means business agility. And business agility means organizations like yours can think fast, move first, and change rapidly, while maintaining control and stability. It means you can understand not only what’s going on but also how you could respond and what effect your actions would have.

It enables you to meaningfully digest the new volume, variety, and velocity of data by capturing it all in a single, intuitive, integrated environment, and surfacing the critical information you need to make decisions.

It brings your whole business together by broadening participation in planning and strategy to improve both day-to-day operations and your understanding of the overall dynamics of your business.

It’s continuous and company-wide, supported by a platform that’s easy-to-use, fast, and powerful. That makes it easier to model complex scenarios, link together operational and financial plans, monitor executional results, analyze past and current performance, and drill down into (or roll-up) fine-grain reporting from any area of the business.

The world isn’t going to slow down, and markets aren’t going to get less competitive. In the long-term (and probably before then) business agility isn’t going to be just a nice-to- have, or even a significant differentiator.

It’s going to be the deciding factor between the businesses that survive, and the businesses that wish they had.

This blog post was originally published on the Workday Adaptive Planning blog.

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Filed Under: FP&A Done Right Tagged With: FP&A done right, Office of Finance, Planning & Forecasting, Planning & Reporting, xP&A

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