Winter21 Adds More Flexibility, Speed, and Ease-of-Use

Winter21 Adds More Flexibility, Speed, and Ease-of-Use

Every day, FP&A is being tasked to do more, do it faster, and do it with the highest levels of accuracy. 

The past year put FP&A under immense pressure to help companies react to the fast-changing environment. Even though we’ve all somewhat adjusted to this new normal, business leaders have come to expect that level of performance from FP&A. But, after a year of chaos and exceptionally long hours, that can be difficult to sustain. The only way FP&A can keep up is with increases in productivity and efficiency, freeing up time to work collaboratively with the business to make better decisions. 

Winter21, which is now available to Planful customers, is here to help. This marks a continuation of our commitment to deliver intuitive solutions that simplify how you work and make it faster and easier to access and manage financial and business data. 

As you explore the new capabilities and features in Winter21, you’ll see shorter cycle times, easier data management, and more flexibility to work how you want to work. Here’s a quick overview of what you can expect.

Easier Workforce Planning

Winter21 adds enhancements to how companies can manage their workforce and extend data and details across multiple employees. Now, when updating or adding multiple employee records, it’s faster and easier to duplicate information such as salaries, insurance, state and federal tax information, and more. 

These new Workforce Planning capabilities bring more speed and efficiency to the planning process. That’s especially helpful as our customers continue to demand workforce planning speed and flexibility, particularly those in the retail and hospitality sectors.

“Because of the Planful UI, it was a great and easy transition,” said Tim Zue, Executive Vice President & CFO at Boston Red Sox, in an interview on their use of Planful. “This has been an absolute game changer in our goal of being more efficient and accurate.”

Additional Reporting Flexibility

Winter21 also brings ease-of-use enhancements to Spotlight for Office. Many of our customers use Spotlight to create cascade reports, which are then distributed to different areas of the business. Winter21 eases how those reports are managed, what data is visible to whom, and how many levels of reporting are visible to individuals. It also brings more flexibility to how data is displayed in Spotlight reports. Best of all, you’ll now be able to build and share Spotlight reports much faster than before. 

Winter21 also makes it easier for administrators to access dashboards and reports, saving time and effort when configuring new users. 

Increased Visibility in Dynamic Planning Data

Easing how FP&A works with every corner of the business is what makes Continuous Planning such a compelling journey for Planful customers. But we all know FP&A has to help raise the financial IQ of everyone they work with. That’s how we all make better, more informed decisions. And, we’ve prided ourselves on helping FP&A build and communicate the story behind the numbers, which makes it easier for the business to understand and trust those numbers. 

Winter21 brings additional visibility to the formulas and details behind those numbers, helping the business quickly dive into calculations to better understand models and the drivers behind the data. And, it puts the business users in control so they can drill down themselves when they require more information. 

Winter21 also simplifies the process of bringing external operational data into Planful. This not only makes it easier to get the data you need into your models, forecasts, and plans, it adds flexibility and speed to the overall Planful user experience, both for FP&A and the business. 

“Planful allows us to do the fun part of FP&A, which is the analysis,” said Kevin Zell, Strategic Finance Manager at Carta, in an interview on their use of Planful. “The constant business evolutions that we go through have made Planful a huge plus for us. We can make changes quickly and interact with the data in a dynamic way that we weren’t able to before.”

Glide into 2021 with Winter21

Our latest Planful release is all about usability for our customers. We’ve made it faster, more flexible, and more intuitive in many areas. For FP&A, that means less time managing data and building reports and more time working with the business to make better, faster decisions. For the business, it provides easier access to the financial information you need to act, react, and move forward. Winter21 builds on our already intuitive and usable platform, letting you get to work doing what it is you do best.

Every Planful customer received access to Winter21 automatically on February 19. There’s nothing you need to do. 

If you have feedback or a product suggestion, we invite you to reach out to your Planful account manager. In the meantime, we’ll be hard at work on our next product release. See you back here soon.

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Positively Planful: Meet Laura Holmes

Positively Planful: Meet Laura Holmes

Positively Planful is our way of inviting you inside our company to learn who we really are, especially if you’re considering a career at Planful. We interview members of our team and share a glimpse into their lives. It also lets you meet those you might not regularly see on our website or at our events, but who equally contribute to our overall success.

Laura Holmes is Senior Director, Sales Enablement at Planful. She helps ensure our Sales team has the resources and support needed to get FP&A teams excited about bringing Planful into their organizations. Laura has been with Planful for almost 2 years, and previously worked at Salesforce.

Elisa Forbes, a People Programs Manager at Planful, interviewed Laura to learn more about her time at Planful, her softball skills, and her three children. Let’s see what she had to say.

Elisa: What is your favorite part of the workday?

Laura: My favorite part of the workday is definitely being in our team meetings, interacting with sales leaders, reps and peers. Just being on the calls, hearing the banter go back and forth, working on things together, and helping each other get better. 

Elisa: You were an athlete in college. Tell us about your athletic journey.

Laura: I was a softball player, a pitcher, actually and played since I was 5 years old. Softball was my life, and really sports were my life. Sports taught me everything about perseverance and being part of a team. Probably the biggest lesson I use every day is that it’s really not about me, it’s about our team. If I am able to make a positive impact on someone’s life, that’s what is most important. So every interaction I have with a teammate, I want them to walk away feeling like our conversation has helped them  improve. And me, too!

The team camaraderie you build together is important, especially in softball. But also, there’s a lot of individual play and skills that players bring to a team. Everyone has to know their role and execute it well. I’ve loved being part of a team my whole life and that’s where I’m most comfortable.

Elisa: Do you still play or coach softball?

Laura: No! Softball is a dangerous sport! That ball is hard and the field is small. Absolutely not. I still give pitching lessons, and was a college coach for a while, but transitioned into a sales career. 

Elisa: You have 3 kids. Is there anything that you did as a kid that your kids now do?

Laura: They are all different, but there are little parts of my husband and me in each kid. My oldest is most like me: a big-time rule follower, she likes to make lists, she’s very organized and particular. But, she’s also very free-spirited and fun, like my husband. My middle gal is just a whole lot of fire. She comes in hot, and she will definitely be the wild child. And, our youngest is a lot like both of us. We both liked to get attention from our parents growing up, always seeking approval. He just turned 2 and he always likes to show us stuff. He’ll get our attention and always wants us to see what he’s doing. 

They’re all still little, 2, 5, and 7, but there are lots of things during the day where you just roll your eyes and laugh because it’s something you did as a kid. And then the grandparents laugh and have a good time at your expense. 

Elisa: What’s something that made you smile recently?

Laura: Yesterday was my birthday and my husband surprised me by taking me out to dinner. With the pandemic, there are no reservations so I expected a wait. But our best friends were already at the table, so it was like a little, mini surprise. It was really a great treat. I wasn’t expecting much, but these days you really appreciate the little things. As we say in our house, ‘We gotta go for singles and just get on base. We’re not going for homeruns right now.’

Now you know a bit more about Laura Holmes, a member of our sales enablement team. We’re grateful to have Laura, her respect for the team, and her positive outlook all working for Planful. 
Let us know what you think about this glimpse into Planful. We’re Positively Planful that if our people-first attitude sounds like a good fit for you, you should check out our Careers page.

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Next Generation FP&A: Chris Ortega of Emarsys on the Being Planful Podcast

Next Generation FP&A: Chris Ortega of Emarsys on the Being Planful Podcast

On the fourth episode of Being Planful, I was joined by Chris Ortega, Director of Finance, Americas, for Emarsys, a provider of omnichannel customer engagement software. Chris is part of the next generation of FP&A leaders, who use technology to empower Finance to move beyond just the transactional numbers and into being a truly strategic partner to the business. He has built the Americas accounting, finance, and FP&A teams at Emarsys with a focus on patience, precision, and people. But he’s also pushed a foundation of automation and data to get those people out of the process and into more value-add activities. 

In this episode, Chris and I discuss how he built trust with the business, why it’s time for FP&A to get out of the “scorekeeping mindset,” and how technologies like Planful are empowering his team to focus their efforts where they really matter. 

Here are a few highlights of this episode.

Building Trust Between FP&A and the Business

Chris started at Emarsys several years ago as the first accounting or finance hire. That threw him into the fire, on one hand, but also gave him a blank slate from which to build FP&A in his own mold. And, even as a small division of a larger company, the Emarsys Americas team was an “all hands on deck” kind of company, with a decidedly entrepreneurial and startup culture. It forced Chris to wear many hats, but also build the FP&A foundation on mutual trust and respect. 

“I’m not just the accounting, finance and FP&A person,” Chris explained. “Sometimes I’m the legal person. Sometimes I jump on customer calls, I help on marketing, I help in operations.”

That exposure to a wide array of teams helped Chris focus on relationships for the first few months at Emarsys. It let him build trust, but also better structure FP&A to support such a fast-moving business. 

“When you build any relationship, it’s all about trust and competency,” said Chris. “What a lot of accounting and FP&A leaders focus on is competency. I come at it in building the trust first. I want to understand the business. I’m going to know the debits and credits, but what’s more important is knowing I’m a trusted partner.”

 

That strong relationship with the business from the start kept FP&A from being seen as merely “the numbers police.” That outdated scorekeeping mentality, Chris explains, is what keeps many finance teams from becoming a true partner to the business. He says that, at Emarsys, FP&A is partners first, accounting and finance second. “That’s the FP&A of the future.”

Technology to Move from Process to Information

Chris sees technology as more than just a tool; it’s a springboard for giving FP&A a more strategic view. And, it’s just one component of modern FP&A that adopts technology to improve the business, optimize resource utilization, and allow the team and the business to quickly scale. 

“We’re past the point in business of throwing more people at a problem to solve it,” said Chris. “FP&A is all about financial partnership and advising. The biggest way to get there is by leveraging technology.”

But Chris explained that technology is the facilitator while the people add the real value. That means going beyond simply giving more data to the business in less time. The business needs information to make better decisions, not just data

“The business says, ‘We need finance to give us the numbers,’” Chris explains. “That’s the email you get at 8 p.m. That’s not a value add. The value add is, you get the numbers, now what are you going to do with them? Most FP&A teams are focused on the data gathering and Excel models. That is not value add. You want to be positioned to provide knowledge.”

The value add is where your people come in, according to Chris. And that’s another area where technology can give people the time and information to make better contributions. 

“Before I make any personnel decisions, I look at the technology out there,” Chris said. “If a technology gives me 80 to 95% of the process, I’ll go with that. Because I want to have my people focused on those high value activities in the decision cycle.”

FP&A 2.0 is Critical Today

Chris talked alot about FP&A 2.0 and the shift from scorekeeping to adding real value. He also referred to traditional FP&A thinking as being “the numbers police,” something he believes this new wave of FP&A is destined to change. 

I look at it as an iceberg, where you can only see the top 10%. For FP&A, if you’re focused on the numbers, building models and spreadsheets, 90% of your work isn’t really driving value. You’re spending most of your time there instead of working side-by-side with the business. And, even though it took Chris and I nearly 20 minutes to mention the pandemic, it’s clear that technology needs to be part of today’s FP&A so that teams can move faster, be more flexible, and put their efforts into what’s most important to the business. 

“The value prop for FP&A is fundamentally changing,” said Chris. “We’ve automated collections, AP, invoicing. Traditionally, it was people doing those jobs. That kind of process is poised for automation. And then you can allocate their skill sets to higher value things.”

Chris ends the podcast by describing what “being Planful” means to him. I won’t spoil it, but it revolved around being patient, being precise, and being sympathetic and empathetic to the people you work with. Great advice, especially in today’s world. 

Subscribe to Being Planful

To hear all about Chris’s journey to FP&A 2.0, listen to episode #4 of Being Planful

This podcast series explores the benefits of adopting a “Planful” mindset by inviting your FP&A peers, analysts, industry experts, and more, to share their experiences and insights. Podcasting also lets us stay socially-distant while giving you a more flexible way to learn about Continuous Planning, whether it’s watching it on your phone, listening during your morning run, or tuning-in whenever it’s convenient.

If you’d like to subscribe, click on your podcast platform of choice (Apple Podcasts, Google Podcasts, Stitcher, or Spotify), or just search for “Planful” wherever you listen. I’ll be releasing new episodes often, so be sure to subscribe. And, if you have any comments, questions, or think you’d make a great guest, send me an email at beingplanful@planful.com

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3 Tips to Build and Retain a World-class Engineering Team

3 Tips to Build and Retain a World-class Engineering Team

We punch way above our weight here at Planful. We see it in the brand leadership our sales and marketing teams have built in the FP&A market. It’s evident in the success our customers have had with Planful, especially during 2020. And, it’s clearly demonstrated in the innovative products we bring to market. 

I run our engineering and development teams at Planful. I’ve been with the company for more than 5 years, and brought over 20 years of engineering and technical leadership experience with me when I arrived. I’ve seen various engineering teams—internally and from competitors and partners—do very well and deliver incredible products over those years. But I’ve also seen teams large and small, and at companies at all levels of the market, do not so well. It’s all helped me develop our engineering philosophy here at Planful, and it’s why we can, consistently, punch way above our weight. 

Common tips for building a great team usually boil down to people, process, and technology. But if you ask me, the secret to a great engineering team is in building an ecosystem across these three. These components must be anchored together by a persistent desire for excellence—an ecosystem of excellence. Here’s how we built that at Planful, and how you can elevate your engineering team to expect and deliver great results. 

A Great Team to Be From

People are the key to every team, and you always want to have a team of top performers. It’s often said that average athletes perform better when they’re playing with the elites of the game. But when you put together an entire team of elite players—a “dream team”—the performance can be exponential. That’s what we strive for at Planful. 

We actively seek out top-notch engineers and attract them to Planful with our speed of innovation. One of the most satisfying parts of being an engineer is seeing your code used by customers. We have a large and active customer base, so any new feature is put to work immediately and that’s highly desirable to top talent. It’s not something you’d get at a huge company, where even the best engineers are working on functionality that’s just a blip in the bigger picture.

Our talented engineers also get mentoring from other top engineers, and are working side-by-side with people as or more talented than themselves. That adds a subtle peer pressure that brings out the best in everyone and gives you a chance to learn from everyone around you. More importantly, we also believe the best engineers make the best engineering managers, and they bring empathy and communication skills to keep their teams focused, motivated, and happy. It’s this internal engineering ecosystem that sets us apart and that makes Planful a great place to be from, no matter where your career takes you.

Metrics that Inspire 

Processes are the foundation of every great engineering team. We’re driven by release cycles and scrums and agile methods, so we measure everything. As the leader of the Planful engineering team, I look daily at lines of code written, lines of code tested, bugs per line of code and developer, and more. But the goal here isn’t to punish or to point fingers, it’s for transparency and to show areas of weakness and strength. Ultimately, the goal is to inspire. 

We want to innovate at a faster pace, our product performance to constantly improve, and the quality of our code to consistently increase—these are all fundamental to our engineering culture. But those metrics are used as the proverbial carrots, not as sticks. More, better, faster is our goal, but not if it means bugs that impact customers or burned-out developers.

Delivering great innovations quickly also means partnering with our product teams to give customers what they need before they realize they need it. The Planful product team is incredibly strong, more so than at any company I’ve worked previously. They have a deep understanding of FP&A, and are excellent at turning customer needs into clear and precise product directions. It’s all part of the ecosystem of excellence that sets Planful apart.

Use Tomorrow’s Technologies

Every engineer wants to work on the latest technology. It keeps your skills current, but it also helps you deliver more innovative, creative, and compelling products faster and more efficiently. We keep our engineers happy by constantly upgrading our technology stack. This flows back into our architecture, which helps Planful and our customers scale while exceeding their expectations around performance, extensibility, and overall capabilities

Current technology also helps our engineers keep up the pace of innovation our customers (and competitors!) have come to expect. But it’s not just technology for technology’s sake; we want to build products that get used. This goes back to my previous two points. Engineers get a high level of satisfaction when they see their products being used, and we strive to constantly deliver great products. Better technology helps us do both. 

We have many great examples of our pace of innovation and our use of current technologies, one of which you’ll see in early 2021. This product brings the latest in business solution innovations to Planful, but for FP&A, it offers cutting-edge technology that makes our customers simultaneously more accurate, more effective, and faster. It’s not new technology for show or for glitz; it’s new technology to help our customers become tangibly better at their jobs.

A World-Class Engineering Team

Planful offers engineers the opportunity to work alongside smart people, to learn from elite mentors and managers, and to get immediate gratification from seeing their work in action. We have rigor in building and maintaining all of these aspects, which breeds higher expectations in engineering and across the company. 

This “ecosystem of excellence” perspective gives everyone a guiding light while holding themselves to a higher level of responsibility and accountability. It also encourages everyone to become self-policing, where you expect more from yourself and others. 
I am very proud to say we have stars in every department, who have worked on groundbreaking products from game-changing companies. This ecosystem is difficult to assemble, and takes a combination of people, process, and technology. But once in place, it’s a self sustaining reactor that exudes energy, and I love that. I also love that we have the best of all three… and we’re hiring!

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Leading with Customer Success: Why Nucleus Research Named Planful a Value Matrix Leader

Leading with Customer Success: Why Nucleus Research Named Planful a Value Matrix Leader

The disruption and strain caused by the COVID-19 pandemic over the past year has radically changed how companies operate, but also how they develop plans, forecasts, and budgets. Uncertainty rendered historical data irrelevant and made it even more difficult for FP&A to prepare for an unpredictable future using spreadsheets and email, especially as we transitioned to remote work and online collaboration. 

Our new reality is forcing FP&A to work more collaboratively with the business, to easily and quickly gather more and current data, and to pull insights from across the organization to build well-informed financial plans and projections–all while preserving cash. We’re focused on giving our customers exactly those capabilities: great usability across broad FP&A functionality that quickly returns significant value. With that as our guide, it’s no surprise that Planful has been named a Leader in the Nucleus Research 2021 Corporate Performance Management (CPM) Value Matrix for the eighth consecutive year. 

Planful Recognized for Innovation

Planful’s leadership placement in the Nucleus Research CPM Value Matrix reflects our continued investment in our products and our customers’ success. We’re hyper-focused on FP&A in midsize companies, and the report points to our many and significant product advancements that were made in 2020. Even during the widespread challenges we all faced last year, our product and engineering teams continued to deliver. A few highlights include:

  • Our Winter20 release added beauty and brains to Continuous Planning with an enhanced, elegant user interface, the launch of Dynamic Collaboration for real-time collaboration and communication to understand the story behind the numbers, and Automatic Data Refresh to improve speed and performance.
  • Workforce Planning with Planful was enhanced in 2020 to help companies build a resilient, productive workforce and stay on top of the disruptive business landscape.
  • Further evolutions to Continuous Planning during the year improved navigation, enhanced usability in Dynamic Planning, accelerated reporting collaboration, and enabled faster, more flexible data management across the platform.

In the 2021 CPM Value Matrix, Nucleus Research also notes how Planful’s easy adoption drives company-wide participation in financial processes, and how our ease-of-use and flexibility accelerate the time to value for customers. That’s especially attractive to midsize FP&A as this market quickly moves to continuous planning and forecasting processes.

What Planful Customers Say

Planful solutions empower FP&A with a more continuous, agile planning and decision-making culture. It increases the financial IQ of an organization while also increasing the speed and confidence of Finance to become the company’s strategic guide. While we call this Continuous Planning, it falls under the Nucleus Research term of CPM. This covers solutions that broadly enable planning for and reacting to market forces and internal changes by breaking down data silos and standardizing business intelligence.

We’re always excited when we receive analyst recognition, but we also like to let our customers do the talking, especially when it comes to quick time to value and the benefits of Continuous Planning. Here are just a few comments from Planful customers:

  • “We got up and running on Planful in 4 weeks,” said David Marino, Controller and Associate Vice President at Temple University. “The path for our team to start using and getting value from the platform was very fast and remarkably smooth. Planful drives so many efficiencies for us and allows our team to focus on value-added activities.”
  • “Being able to re-forecast quickly and efficiently in the next 12 months is going to be hugely helpful for us as we pivot and redirect the ship with COVID-19,” said Luiz Martinez Luna, FP&A Manager at Bose
  • “Implementing Planful in under three weeks allowed us to immediately close out Q1 and quickly re-forecast for the rest of the year,” said Cheryl Chow, Sr Finance Manager at Smartypants. “Now we can quickly pull numbers and find the insights we need to better prepare for board meetings.”
Looking Forward to 2021

Last year was a tough one. In many organizations, FP&A was under immense pressure to conserve cash, forecast the unknowable, plan amidst continued uncertainty, and make important and sometimes painful decisions. But, we also saw how Planful customers were able to quickly recover and rebound as the pandemic wore on.

Now, as 2021 is underway, we’re excited by the new products and enhancements on our solution roadmap. Nucleus Research recognizes our continued commitment to innovation, noted by the directional arrow next to Planful that suggests that we will outpace the market in usability and better functionality.

There’s much more to come from Planful and we’re positive both our customers and respected analysts like Nucleus Research will continue to be impressed. Stay tuned!

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Being Planful: Helpful FP&A Resources

Being Planful: Helpful FP&A Resources

It’s finally 2021, and the promise of a new and less chaotic year looms large. For Finance, the new year offers an unprecedented opportunity to grab a tighter hold of the corporate reins and continue driving digital transformation and other initiatives to improve results company-wide. To keep you current, below are a few insights into how Finance and FP&A leaders are moving forward. We’ve found these articles helpful, and we hope you do, too.

Digital Transformation

CFO: A New Year’s Resolution: The CFO Should Own Digital Transformation

Digital transformation involves the entire organization, yet the CFO is often left out. That’s a mistake, and not only because Finance is the one group that needs all organizational data to do their job. The CFO brings unique insights on risk, cross-organizational needs, timelines, ROI, and, obviously, costs, that no other role would have. It’s this holistic view that can make or break your digital transformation. “The CFO is the conductor that enables the disparate digital instruments to play together as an ensemble.”

CFO Dive: Middle market CFOs predict ‘extraordinary’ growth in 2021, survey finds

A “2021 Outlook” survey released this month found that most mid-market companies expect 2021 revenues to increase. Behind that optimism is broader economic growth and the expected benefits brought on by the pandemic’s turmoil. Those include accelerated digital transformation, new product and services opportunities, and newly-opened markets. Benefits of digital transformation alone are, according to respondents, faster decision-making and remote work flexibility. But, they also expect to continue investing in transformation to expand these benefits. “Rather than hunker down and endure, middle market leaders endeavor to move forward to refresh strategy and enhance agility.”

CFO: Producing Management Reports Faster

Research by APQC found that the median cycle time to produce period-end management reports was 12 days. That’s more than two work weeks, and for monthly close, nearly 30 weeks of annual FP&A time dedicated to nothing other than producing management reports. Solutions for reducing that burden include clarifying roles and responsibilities and preparing reports in advance. But, any mechanism for ensuring good, “system of truth” data will also help speed reporting cycles. “An efficient and accurate process also means fewer work spikes at the end of the period and more time for activities that help drive the business forward.”

AI in Finance

Deloitte / WSJ: How CFOs Can Lay the Groundwork for AI

While artificial intelligence (AI) may still sound like a futuristic technology, Deloitte says it’s moving out of the “early adopter” phase and into the mainstream, especially for Finance. In fact, a survey found that 47% of executives say their use of AI is in the “skilled” territory, with the biggest benefits being improved decision-making and more efficient processes. For FP&A to take the lead, however, means seeing beyond just the planning and analysis benefits and looking towards cross-functional benefits while confronting the instinctive fear of AI. “That’s why it’s so important for CFOs to approach AI projects with humility regarding the company’s talent and technology.”

CPA Practice Advisor: Are CFOs the New CEOs?

CFOs are being pulled into a larger corporate role at many companies, which is forcing them to adjust their leadership styles and move from risk mitigation to overall performance optimization. Of course, data plays a role in every CFO’s decision-making process, but as their role expands, it could lead to time wasted collecting, consolidating, and analyzing company-wide data. AI offers clear and immediate benefits to accelerate data analysis, but it’s critical for CFOs to first get their data infrastructure organized. “While many finance professionals recognize the inherent value in and the predictive capabilities of AI, they do not yet feel adequately equipped to launch a comprehensive AI strategy.”

2021 Outlook

CFO Dive: 5 CFO trends to watch in 2021

A review of CFO surveys and opinions uncovered the top trends expected to define 2021 for the Office of Finance. These include increased pressure to measure social and environmental metrics, the shift away from LIBOR, and finding a balance between remote and in-office work. But, CFOs are also looking to AI, analytics, and real-time data access to speed decisions, increase forecast accuracy, and eliminate manual data collection efforts. “Sixty-eight percent of the CFOs surveyed believe AI, machine learning algorithms and a range of real-time data sets are essential for improving data accuracy and refining forecasting models.”

Forbes: CFO Priorities For 2021…And Beyond

This year presents a greenfield opportunity, especially for CFOs who want to take a more proactive role in company direction. Digital transformation, exploring new business models, and a renewed focus on growth are all areas where Finance can take an obvious lead. But, the softer side of the business, from team and culture to diversity and inclusion, are also areas where CFOs should focus their efforts, especially if they want to be seen as future-ready leaders. “The struggles of 2020 have taught us all many hard lessons, and these lessons will be used by elite CFOs to create a faster, more flexible, more competitive, and ultimately more profitable organization.”

Stay Tuned for More Useful FP&A Content

Check back for these occasional resource roundups with links to timely, helpful, and thought-provoking content for FP&A and CFOs. If you have comments, questions, or suggestions, please engage with us on Twitter, LinkedIn, and Facebook.

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