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Workday Adaptive Planning

Embracing Forward-Looking and Customer-Centric KPIs

March 17, 2023 by Revelwood

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

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

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

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

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

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

Where Is the Juice Worth the Squeeze?

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

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

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

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

How Do You Get Hard Numbers?

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

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

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

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

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

Who Owns All That Data?

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

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

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

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

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

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

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

More from Workday Adaptive Planning:

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

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

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

Home » Workday Adaptive Planning

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

Workday Adaptive Planning Framework: ASC 606 Revenue Recognition

March 15, 2023 by Revelwood

ASC 606 is a revenue recognition standard that affects all businesses that enter into contracts with customers to transfer goods or services. It impacts public, private and non-profit entities. It provides a framework for businesses to recognize revenue more consistently. 

Incorporating the requirements of ASC 606 revenue recognition into a forecast requires a fine-tuned and easy-to-use way to manage a variety of variables. In this video, Haley Elliott, presales solutions consultant here at Revelwood, demonstrates how to perform ASC 606 revenue recognition in Workday Adaptive Planning.

Workday Adaptive Planning allows subscription-based SaaS companies to account for ASC 606 regulations in a centralized location with powerful visuals, giving you increased accuracy and insight into your revenue forecast. 

This video is a Workday-approved planning template and is a conceptual framework for clients deploying Workday Adaptive Planning. This framework for ASC 606 revenue recognition reporting adheres to best-practice guidelines and has been validated by Workday with Revelwood clients who have successfully used it. 

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.

Learn More about Workday Adaptive Planning:

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

Workday Adaptive Planning Tips & Tricks: How to Create a Dimension

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

Home » Workday Adaptive Planning

Filed Under: Workday Adaptive Planning Tips & Tricks Tagged With: Workday, Workday Adaptive Planning, Workday Adaptive Planning Tips & Tricks

Revelwood Named Winner of the FY23 Solution Provider of the Year Award – Americas at the Workday Sales Kickoff

March 13, 2023 by Revelwood

Awards & Recognition

We have more exciting news! Revelwood was named a winner of the FY23 Solution Provider of the Year Award – Americas by Workday. The awards were announced during the Workday Sales Kick-off on February 28, 2023, in Las Vegas.

The FY23 Solution Provider of the Year Award recognizes the Workday Adaptive Planning Solution Provider that drove the highest amount of Annual Contract Value (ACV) for net-new logos and add-ons with Workday Adaptive Planning for the fiscal year. Workday Adaptive Planning enables continuous enterprise planning for finance, the workforce, sales, and operations.

“This award represents another key milestone in Revelwood’s growth,” said Ken Wolf, CEO, Revelwood. “The Revelwood team has worked hard to acquire new clients in need of flexible, enterprise planning solutions. We’ve applied our business-first philosophy to designing and implementing Workday Adaptive Planning to solve their most challenging business problems. We are extremely proud of this achievement and the support and recognition we receive from our partner, Workday.”

“We have made significant investments in our Workday Adaptive Planning practice and it shows,” said Dave Miersch, practice leader, Workday Adaptive Planning practice, Revelwood. “Our team has earned a stellar reputation for being knowledgeable, strategic and – perhaps most important – enjoyable to work with.”

Here are just some examples of our work with Workday Adaptive Planning:

  • Client success stories
  • Webinars
  • Videos
  • Templates
  • Thought leadership pieces
  • Workday Adaptive Planning Tips and Tricks

Revelwood is part of the Workday Adaptive Planning Solution Providers Program delivering deployment services to a customer base of more than 6000 customers.

Learn More About Revelwood’s Award-Winning Work:

Revelwood Named Winner of the Workday Adaptive Planning FY22 Solution Provider of the Year for Most Growth – Americas

Revelwood Named Winner of the Adaptive Insights Partner Rising Star of the Year Award at Adaptive Insights 2019 Worldwide Partner Rally

Revelwood Earns Two Awards from BlackLine and Becomes a Gold Solution Provider for 2023

Home » Workday Adaptive Planning

Filed Under: Awards & Recognition Tagged With: Revelwood awards, Workday Adaptive Planning, Workday partner, workday partner of the year

Workday Adaptive Planning Tips & Tricks: Alternate Calendars (Time Strata)

March 8, 2023 by Ben Alcock

Workday Adaptive Planning is a great planning tool due to its suitability for organizations in a wide variety of industries. However, one challenge is the inability to have multiple calendars to plan by. Some companies need this feature in order to accurately create budgets and forecasts. 

The exciting news is that Adaptive Planning’s most recent release now lets the user import an alternate calendar!

This new release allows the user to import up to three alternate calendars. To do so, the user must go to the Time selection under the Modeling section.


By using the TimeStructure spreadsheet, the user can add columns that map the leaf strata of the original calendar to the new alternate calendar. 

When adding in a new calendar it is important to make sure that there is at least one common time strata, or fork, to share with the default calendar. Typically, this would be the month.

Additionally, when creating a new calendar, the user must also make sure that it shares the smallest strata with the original calendar. 

In the picture above you can see an example where the company has a fiscal calendar that begins in April and ends in March, and a standard calendar that follows January through December.

Notice how the first code, label, and short name columns all have the shared month intersection populated with the dates. This is the lowest fork in the example that enables Adaptive Planning to line up these calendars together.

This is a great new feature that will help many Adaptive Planning clients!

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

This blog post was co-authored by Ben Alcock, associate consultant at Revelwood and Julia Seelin, associate consultant at Revelwood.

Read more Workday Adaptive Planning Tips & Tricks:

Workday Adaptive Planning Tips & Tricks: How to Create a Dimension

Workday Adaptive Planning Tips & Tricks: Reusable Reports

Workday Adaptive Planning Tips & Tricks: Crosstabs – The Significance of and How to Build

Home » Workday Adaptive Planning

Filed Under: Workday Adaptive Planning Tips & Tricks Tagged With: Workday, Workday Adaptive Planning, Workday Adaptive Planning how to, Workday Adaptive Planning Tips & Tricks

Fueling Business Agility with Continuous Planning

March 3, 2023 by Revelwood

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

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

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

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

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

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

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

Looking Ahead

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

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

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

1. Choose the right forecasting horizon.

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

2. Model your course on drivers not details.

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

3. Sound out multiple what-if scenarios.

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

Executing Against Your Scenarios

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

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

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

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

More from Workday Adaptive Planning:

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

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

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

Home » Workday Adaptive Planning

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

Rogers & Brown Transforms Finance with Workday Adaptive Planning

March 1, 2023 by Revelwood

Success Stories

How do you evolve from Microsoft Excel-based budgeting and planning, while creating a new FP&A department and reacting to significant changes in the industry? With Workday Adaptive Planning with OfficeConnect.

Rogers & Brown, founded in 1968, is a family-owned business created to fill a service void in the logistics industry. Today the company consists of three entities, with 130 employees, providing a full range of transportation and supply chain services. The company’s mission is to provide the most efficient, reliable, personalized supply chain solutions and information to customers, allowing them to focus on further development and growth of their core business. 

As Rogers & Brown evolved, they realized their existing approach to forecasting would not suffice for a more complex organization. The organization opted to create an FP&A department rather than using its existing Excel and “gut feel” approach to managing the company.

Rogers & Brown worked with Revelwood to set up the new FP&A department, its processes and its approach to budgeting, planning and forecasting. “One of the great things in working with Revelwood was their interest in transferring knowledge,” said Capers Barr, FP&A manager and general counsel, Rogers & Brown. “It’s one thing to have a consultant fix the stuff you need fixed. It’s another thing to have your consultant partner teach you what to do to fix your issues.”

After the initial phase of setting up the budgeting data and processes, Revelwood worked with Rogers & Brown to refine and tweak the process and reporting. 

“I can’t imagine where we would be today without Workday Adaptive Planning and an FP&A team,” added Barr. “We’ve had so much transformation in a short time. Adaptive Planning has made us proactive, rather than reactive. We’re very excited for the future things we can achieve with Adaptive Planning and Revelwood.”

Interested in learning the full story? Read the success story to learn how Rogers & Brown benefits from Workday Adaptive Planning.

Read more blog posts on Workday Adaptive Planning:

Workday Adaptive Planning Tips & Tricks: How to Create a Dimension

Workday Adaptive Planning Tips & Tricks: Reusable Reports

Workday Adaptive Planning Tips & Tricks: Crosstabs – The Significance of and How to Build

Home » Workday Adaptive Planning

Filed Under: Success Stories Tagged With: Workday, Workday Adaptive Planning

Revelwood’s Customer Care Offering: Advantage Services

February 24, 2023 by Revelwood

News & Events

Do you know about Revelwood’s Advantage Services program? It consists of an annual, discounted block of hours and priority support with Revelwood’s IBM Planning Analytics and TM1 experts or Revelwood’s Workday Adaptive Planning experts.

The Advantage Services program enables you to:

  • Use the hours as needed for support, development or training
  • Forecast support costs for the year
  • Have a repository of support tickets through the length of your Advantage Services contract
  • Have Revelwood analyze your support tickets to make proactive recommendations
  • Receive discounted services hours, making your support dollars go farther

We offer four Advantage Services options to meet your needs – Platinum, Gold, Silver and Bronze. Premium plans include an annual Business Review and Roadmap discussion. We also have an SMB option for smaller businesses. 

And, you do not need to be an existing Revelwood client to participate in the program!

Interested in learning more about our Advantage Services program? Contact John Pra Sisto.

Learn more about Revelwood’s Customer Care offerings:

Revelwood Customer Care: Staff Augmentation for IBM Planning Analytics

Revelwood Customer Care: Health Check & Business Process Review for IBM Planning Analytics

Home » Workday Adaptive Planning

Filed Under: News & Events Tagged With: Advantage Services, Customer Care, Customer Care program, TM1, Workday Adaptive Planning

Workday Adaptive Planning Tips & Tricks: How to Create Dimension Attributes

February 22, 2023 by Ben Alcock

Dimension attributes in Workday Adaptive Planning are very helpful when we want to further separate data from the same dimension or give a hierarchy to a flat dimension. In this example, I use the dimension “New Jersey Apples.” We can tag each dimension value with an attribute that lets us know if it’s either a red apple or a green apple. 

Select the three lines from next to the Workday W and navigate to modeling and dimension attributes. Click the Create new dimension attribute button

at the top of the sheet and name your attribute. In this example, our attribute name is apple colour.

Next, we need to populate our attribute values. Like when creating dimensions [add link to previous blog post], there are three methods for doing this.

The first is to do it manually. Select the create new attribute value button

from the top of the sheet. Next, create each attribute with a name and unique code. For example, red and green.

The second method is via an import. To do this, we need an import template. Click the Import dimension attribute structure button

and download an import template. Open it, and in column A on the first row only, write the name of your overall dimension. In the next row, in columns E and F, include the name and unique dimension value code from your data source. Save and return to Adaptive Planning. Choose your new file and click import. If all goes well you’ve saved a ton of time populating your new dimension attributes!

The third approach is by far the easiest and fastest method. Select the check box Data import automatically creates new dimension attribute values:

The parent dimension attribute is already created. Tagging the dimension values you’re going to import with a nonexistent dimension attribute value will cause Adaptive Planning to automatically populate your new dimension attribute. 

And that’s it for creating dimensions attributes!

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: How to Create a Dimension

Workday Adaptive Planning Tips & Tricks: Reusable Reports

Workday Adaptive Planning Tips & Tricks: Crosstabs – The Significance of and How to Build

Home » Workday Adaptive Planning

Filed Under: Workday Adaptive Planning Tips & Tricks Tagged With: Adaptive Planning, Workday, Workday Adaptive Planning, Workday Adaptive Planning Tips & Tricks

Apex Entertainment Performs Enterprise Planning with Workday Adaptive Planning

February 9, 2023 by Revelwood

Success Stories

How do you move away from spreadsheet-based budgeting, forecasting and reporting for more insight into the operations of the business? With Workday Adaptive Planning.  

Apex Entertainment, headquartered in Marlborough, MA, operates four family entertainment centers in the northeast U.S., including Virginia Beach, Syracuse, Albany and Marlborough. Apex offers attractions that are fun for all ages, with activities such as Indoor Go Karts, Bowling, Laser Tag, Escape Rooms, Ropes Courses, Arcade and Redemption, Sports Simulators, Axe Throwing, Mini Gold, Bumper Cars, Virtual Reality and state-of-the-art event meeting space. Each location offers a full-service dining experience in The Pit Stop Tavern, with a menu that includes 80 gluten-free options as well as vegetarian options. 

“Relying on Microsoft Excel to manage our financial processes handicapped us more than helped us,” said Marcus Kemblowski, COO, Apex Entertainment. “We needed a solution that gave us insight into how to fix problems and would enable us to manage our business in real-time.” 

Apex Entertainment selected Workday Adaptive Planning and Revelwood. The goal of the implementation was to easily see how the business is doing, down to the location and the attraction. Now, with Workday Adaptive Planning, Apex Entertainment has the information available to make strategic decisions. The team can analyze and assess potential expenses regarding forecasted revenue by activity. 

“From the get-go, Revelwood clearly understood our business. They immediately knew what we were discussing and hot to get us to where we needed to go,” added Kemblowski.

Apex Entertainment is not done with its plans for Workday Adaptive Planning. “Workday Adaptive Planning can help us to get where we want to go,” commented Kemblowski. “We now can easily perform top-line to bottom-line budgeting and forecasting. The insights generated by the application are invaluable to the company’s growth.  

Interested in learning the full story? Read the success story to learn how Apex Entertainment benefits from Workday Adaptive Planning.

Read more blog posts on 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

Home » Workday Adaptive Planning

Filed Under: Success Stories Tagged With: Adaptive Planning, Planning & Forecasting, Workday, Workday Adaptive Planning

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