Planning & Reporting

Modern Accounting: The Impact of Investing in Accounts Receivable

September 29, 2022 by Revelwood

This is a guest blog post from our partner BlackLine, explaining how to gain confidence cash flow.

Historically, accounts receivable (AR) has been the victim of a lack of investment from a technological perspective. Primarily, this lack of investment in AR is the result of something simple: a misunderstanding.

AR is largely regarded as a necessary but transactional back-office function and not something that creates a “value-add” for the business. Unlike the core accounting of bookkeeping, AR’s reputation is that of a kind of conveyor belt. Necessary, but low impact in the grand scheme of things. As a result, AR is the victim of fundamental misunderstandings regarding how it can be optimized—and the business impact that the right optimization can have.

When finance professionals think about how to streamline or optimize AR, typically it has been viewed as something that may be better offshored or that the ERP already handles. This is due to it being largely manual, time-consuming, and often transactional. But this simply moves the problem elsewhere, rather than solving the underlying issue.

Investing in technology that automates the accounts receivable function grants you complete visibility over the flow of cash into your business, in real-time. The data, intelligence, and real-time oversight of working capital that optimized AR offers to businesses are invaluable, for several key reasons.

Unlocking Working Capital

Applying customer payments to customer accounts quickly and accurately is the cornerstone of successful AR. However, manual processes lead to significant delays in unlocking crucial cash flow.

Money owed by customers is one of the largest assets on any balance sheet. A recent report by PwC estimated that the amount of working capital held hostage in this way is an enormous €1.2 trillion globally. According to PwC, releasing this cash would be enough for global companies to boost their capital investment by 55%, without the need to look externally for funding or put their cash flow under unnecessary pressure. With interest rates as they are right now, never mind what might be on the horizon, looking internally to find opportunities to streamline cash flow and payment processes is a no-brainer.

Let me give you an example: on average, organizations are paid on day 50-55. For a business with $500m revenue, each day is worth $2m. By automating and optimizing payment processes, businesses can potentially release a significant amount of cash into the bottom line that can then be put to work in the business.

Releasing cash from receivables is the quickest and cheapest way to more working capital, yet organizations continue to rely on manual processes which don’t provide proper visibility and tie up cash for far longer than necessary. Investing in AR frees up more working capital, which means stronger business resilience and enables more effective decision-making. Put simply, it puts much more power in your hands and leaves much less up to guesswork.

Maintaining Lasting Customer Relationships

Credit controllers used to be a lot more persistent. This was clear in the terminology they used. They looked at customers as “debtors.” This sounds more akin to something you’d read in a Dickens novel than the way a business refers to its trusted partners.

The way you treat your customers not only reflects your efficiency internally but crucially shapes perceptions, both for potential new customers and those who might be on the fence about jumping ship. Chasing a customer for a payment that was made days before, simply because you’re reliant on manual processes that don’t give you proper visibility, could reflect poorly on your organization. Aside from the wasted time and effort, receiving an erroneous demand for payment on a bad day could be the difference between a continued relationship and a swift parting of ways.

Customers provide the value for our organizations. It’s our customers that are going to support us through the tough times. A mindset shift is required here at all levels of business, including the C-suite. Customers should be treated with the same respect when they owe money as when they don’t. Investing in AR creates the visibility over customer payment behaviors that is essential to this.

The right solution can unlock decision intelligence by removing time-consuming and error-prone processes involved in preparing, transforming, and visualizing data. This lets your teams make more informed decisions around credit risk policies, collection strategies, or credit limit increases to create greater value for the business. It can help you gain visibility into customer behavior changes. This could unlock opportunities for you to work with customers to solve payment challenges before they become a major problem, or increase their line of credit and in turn, your revenue. This can improve profitability by reducing the financial risks posed by write-offs and late payments.

Creating greater visibility over real-time payments allows you to leave the war of attrition over unpaid invoices behind. This leads to a more customer-centric approach to credit, collections, and complaints that can help you to maintain good customer relationships.

Retaining Talent for a Competitive Advantage

In an increasingly competitive business environment, the ability to attract and retain top talent is crucial to business success. A recent survey commissioned by BlackLine suggests that one of the first steps finance and accounting needs to take to retain their best workers is to eliminate transactional, mundane work. More than a quarter (28%) of FP&A professionals surveyed said there weren’t opportunities to learn new skills because transactional work takes up so much time, while a similar number (26%) claimed that they had become bored of the mundane, repetitive nature of their jobs. What’s more, a quarter (26%) also claimed not to have time to focus on future career development.

It’s clear that your talent wants to spend their time adding value, regardless of function. Completing a long list of manual tasks, which could be automated, is not adding value. If 80% of your time is spent on routine tasks that can be automated, that’s 80% of your value gone before any major or strategic tasks arise. This wasted energy wastes your employees, which passes on up the chain.

Automation frees up F&A team members to focus on strategic, more career-focused goals, ensuring their motivation and energy is spent bringing value to your business (and not someone else’s).

Don’t Let Manual Processes Decide Your Fate

Many organizations have now automated processes such as accounts payable, but the prevalence of manual processes in accounts receivable continues to pose serious health issues for businesses. The problem is that automating some processes and not others could ultimately cost you more than you bargained for. If the budget only stretches so far, it’s essential to upgrade the process that will have the biggest impact. Let me explain by way of an analogy.

Imagine you need to dig a hole somewhere in your back garden. You could do it with a shovel, but it needs to be a very large hole, so doing it that way would take a huge amount of time and exhausting effort. So, you hire a contractor with the right equipment. This gets the job done much faster and with much less effort. The problem is, you didn’t know where exactly to dig the hole to begin with and you’ve dug it in the wrong place. Now, not only do you still need to dig the hole, but you need to repair the large area of back garden that is now a building site.

Automating some FP&A processes but leaving AR up to manual processes creates a similarly traumatic scenario. Choosing to invest in accounts receivable opens up a treasure trove of intelligence and profitability that could make the difference between success or failure. When it comes to accounts receivable, investment is no longer a nice-to-have, it is now a must-have for survival.

The Total Economic Impact of IBM Planning Analytics / TM1

September 23, 2022 by Revelwood

Are you evaluating IBM Planning Analytics / TM1 for integrated financial and operational planning? Then Forrester’s report on the Total Economic Impact of IBM Planning Analytics is a must-read. The report details the cost savings and business benefits of the technology. It “examines the potential ROI enterprises may realize by deploying Planning Analytics.” It also provides a framework to evaluate the potential financial impact of Planning Analytics.

Forrester interviewed several Planning Analytics clients. Prior to deploying Planning Analytics, these organizations “lacked data cultures that would allow them to make the nest decisions using accurate, real-time data.”

After deploying Planning Analytics, the organizations “were able to unify their disparate planning systems,” gaining many other benefits, including:

Increasing staffing efficiencies by 10%
Reducing budgeting effort by 63%
Speeding up data processing by 80%
Reducing forecasting effort by 70%

For example, one organization reduced the average time to run a planning system refresh from 45 minutes with their legacy system to less than 10 minutes with Planning Analytics. Forrester concluded this time savings alone “leads to efficiencies valued at a three-year present value (PV) of more than $1 million.

Another organization also found time savings in their forecasting activities. “With a thousand different classes and roll-ups, business analysts were probably spending 40 hours a month preparing P&Ls. We’ve dropped that down to 2 to 3 hours of time,” said a director of FP&A for a retail company.

Learn more about the efficiencies gained with Planning Analytics. Download the Forrester TEI report today.

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

September 20, 2022 by Lee Lazarow

Some of you may remember an Excel feature that we wrote about a while back, which explained how the DATE function will convert invalid dates into real ones. For example, DATE(2020,7,35) will be converted to August 4, 2020, since there are not 35 days in July.

Here is where the fun begins!

This week includes the 21^st day of the month of September
September is the 9^th month of this year, which is also the 21^st month of last year
Last year was 2021

Put this all together and we have another special event happening this week …

On September 21, 2022,

the resulting date will be 21/21/21

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And if we take it a step further …

At 9:21p and 21 seconds on 9/21/2022,

the resulting time will be 21:21:21 on 21/21/21

This is why we love Excel!

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!

Workday Adaptive Planning Tips & Tricks: Creating an Excel File Data Source

September 14, 2022 by Dave Miersch

Did you know you can create an Excel file spreadsheet data source for Workday Adaptive Planning?

Watch Dave Miersch, Revelwood’s Practice Leader for Workday Adaptive Planning, demonstrate how to create and use an Excel file as a data source for Adaptive Planning. Dave shows you how to:

Use any data source, such as from an ERP system or data warehouse
Create a new data source
Find and select the spreadsheet option
Name the data source
Import the spreadsheet

Adaptive Planning makes it very easy to import and export an Excel spreadsheet!

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

September 13, 2022 by Marc Assenza

The IBM Planning Analytics Set Editor is the equivalent to the TM1 Subset Editor for Architect and Perspectives, but with expanded functionality. Getting started with the set editor is as simple as double clicking on a dimension within your exploration.

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In this example, I double clicked on the Company dimension. Right away you can see that it is organized via a left and right pane where the left side represents what is available within the dimension and the right side shows what is currently selected, or the current set.

The left side now contains two drop downs: one for hierarchies and one for members. The members selection allows you to choose a series of pre-built categories along with existing subsets.

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After selecting the members to be inserted into the current set, you can place them into the right side’s Current Set by simply clicking on the Insert button between the panes. Click the “Apply and close” button your newly selected member(s) will show within your exploration.

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IBM Planning Analytics Tips & Tricks: Garbage Memory

August 23, 2022 by Lee Lazarow Leave a Comment

I recently had a customer ask me why Windows was showing a much larger memory footprint than what was expected (based on their cube sizes). After further analyzing their model, we saw a large amount of garbage memory … which led to the question “what is garbage memory?”

As you know, IBM Planning Analytics uses various approaches to minimize the amount of RAM needed for a model. PA (Planning Analytics) is very good about only taking what it needs to support views, calculations, and processing. However, I sometimes like to compare PA to a small child – it is very good at only taking what it needs, but it’s not so good at giving it back when it’s done. This is does this on purpose since results are stored for future reference, thereby providing faster results for your users. The excess memory that was being and is no longer needed is called garbage memory.

You can determine how much memory is being used by enabling performance monitoring and reviewing the }StatsForServer control cube.

So how do you release (or reset) the amount of memory used by PA? You can do this by simply recycling your PA server. Revelwood recommends recycling your service at least once per week. Not only will this reset the amount of memory used on the machine, but it will also help with other basic maintenance tasks such as ensuring your transaction log data is properly written to disk.

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

August 19, 2022 by Revelwood

More than half of professional services firms can’t forecast project revenue beyond six months. Workday’s Mark David and Justin Joseph share insights into how organizations can get revenue forecasting right, even when business is anything but usual.

What is it about revenue forecasting that can be so challenging? For people-based industries such as professional services, their project revenue is based on talent supply. And people—including all 109 billion of them who have ever lived on Earth—can be difficult to predict.

“People are highly variable,” said Justin Joseph, senior director of product strategy at Workday. “They aren’t always available. They go on vacation. And, as we’ve experienced the past few years, people leave, and there can be skills shortages. So there’s a lot of variability in how professional services companies generate project revenue.”

Beyond the variability of their employees and the impact of unprecedented trends and events, professional services firms also deal with different systems in different parts of the organization. These silos can cause data to be inconsistent and inaccurate—challenges that only get worse as an organization grows.

“The larger an organization, the more complex things get,” said Mark David, vice president of solution management at Workday. “Organizations then become more reliant on processes to manage projects and people, but that requires accurate data from disparate places.”

In this episode of the Workday Podcast, we’re 100% focused on revenue forecasting for professional services, with guests Joseph and David. They share trends impacting firms, the pros and cons of different types of forecasting, and how firms can start to solve their challenges to better plan and forecast.

Here are a few highlights of our conversation, edited for clarity. Be sure to follow us wherever you listen to your favorite podcasts, and remember you can find our entire podcast catalog here.

“The reason most companies can’t forecast their revenue more accurately is because they have different systems and data across their lines of businesses and services. And all those different systems mean that you have data that’s going to be wildly inconsistent. You’ll need a lot of integrations to pull this data together to make sure that you have an end-to-end process for revenue forecasting.” —Justin Joseph
“A year ago, a customer who runs a 5,000-employee professional services firm told me the one thing he needed was a good revenue forecast more than anything else right now. As you can imagine, this was especially needed with what’s happened over the last few years, which have made forecasting where your business is going even more difficult.” —Mark David
“With unexpected scenarios, you’re following the exact same processes as expected scenarios, but you have to forecast at a much faster pace and much more frequently because your assumptions are changing so rapidly, maybe hour by hour or day by day. How quickly can you pull this data together and then model it and share it out? It may sound contradictory, but they’re similar. Speed is ultimately what’s different.” —Justin Joseph

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

Workday Adaptive Planning Tips & Tricks: Revenue Cohort Modeling

June 8, 2022 by Ailenette Cruz Leave a Comment

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.

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

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

Revenue per product/customer by month

Modeled Sheet
- With timespan

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.

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.

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.

Modern Accounting: The Impact of Investing in Accounts Receivable

Unlocking Working Capital

Maintaining Lasting Customer Relationships

Retaining Talent for a Competitive Advantage

Don’t Let Manual Processes Decide Your Fate

Read more about Modern Accounting:

The Total Economic Impact of IBM Planning Analytics / TM1

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

Read more IBM Planning Analytics Tips & Tricks:

Workday Adaptive Planning Tips & Tricks: Creating an Excel File Data Source

Read more Workday Adaptive Planning Tips & Tricks:

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

Read more IBM Planning Analytics Tips & Tricks:

IBM Planning Analytics Tips & Tricks: Garbage Memory

Read more IBM Planning Analytics Tips & Tricks:

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

Read more FP&A Done Right posts:

Workday Adaptive Planning Tips & Tricks: Revenue Cohort Modeling

Read more Workday Adaptive Planning Tips & Tricks:

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

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Unlocking Working Capital

Maintaining Lasting Customer Relationships

Retaining Talent for a Competitive Advantage

Don’t Let Manual Processes Decide Your Fate

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