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Finance webinar with Ventana Research and Anaplan: Enabling advanced decision making

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Finance webinar with Ventana Research and Anaplan: Enabling advanced decision making

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Thought-provoking speakers from Ventana Research and Anaplan will provide practical advice on how to enable advanced decision-making across every part of your business.

Thought-provoking speakers from Ventana Research and Anaplan will provide practical advice on how to enable advanced decision-making across every part of your business.

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Finance webinar with Ventana Research and Anaplan: Enabling advanced decision making

  1. 1. Housekeeping • This webinar is being recorded • A copy of the presentation will be emailed to all registrants within 48 hours of the live event • Questions are welcome: Enter questions in the questions pane and we will be respond at the end of the presentation • If you are having technical difficulties please enter comments in the chat window
  2. 2. Meredith Hobik Director Product Marketing – Finance Anaplan Robert D. Kugel CFA, SVP & Research Director - CFO and Business Research Ventana Research linkedin.com/in/meredithhobik @anaplan_MH linkedin.com/in/robertkugel @rdkugelvr Today’s speakers
  3. 3. © 2016 Ventana Research4 © 2016 Ventana Research Digitally Transforming Planning Creating a 21st Century FP&A Organization Robert Kugel, SVP & Research Director
  4. 4. © 2016 Ventana Research5 © 2016 Ventana Research5 Digital Transformation: Rethinking and redefining core business processes to exploit the advantages of digital technology.
  5. 5. © 2016 Ventana Research6 © 2016 Ventana Research6 Why Companies Plan
  6. 6. © 2016 Ventana Research7 © 2016 Ventana Research7 PLAN Companies Do A Lot of Planning Planning is pervasive but not always formal and rarely coordinated. Budget Marketing Sales Forecast S&OPSupply Chain Workforce Project Strategic Long- Range IT Spend Demand Capital Spending
  7. 7. © 2016 Ventana Research8 © 2016 Ventana Research8 Transforming Business Planning Integrated business planning to improve business performance and management effectiveness. Integrated Business Plan Budget Marketing Sales Forecast S&OP Supply Chain Workforce Project Strategic Long-Range IT Spend Demand Capital Spending
  8. 8. © 2016 Ventana Research9 © 2016 Ventana Research9 80% of companies that manage their planning process well have plans that are accurate or very accurate. A Quality Process Drives Accuracy Companies that integrate their plans have a process that works well or very well.
  9. 9. © 2016 Ventana Research10 © 2016 Ventana Research10 Achieve Better Strategic Alignment Effective planning processes promote alignment within and across business units.
  10. 10. © 2016 Ventana Research11 © 2016 Ventana Research11 Collaboration is Essential • 85% of companies that collaborate effectively have well-managed planning processes • 11% of companies that don’t collaborate effectively manage planning well.Source: Ventana Research Next Generation Business Planning Only Half Collaborate Effectively Very effectively 12% Effectively 42% Somewha t effectively 37% Not effectively 10%
  11. 11. © 2016 Ventana Research12 © 2016 Ventana Research12 Not A Tool For Every Problem The road to hell is paved with Excel.
  12. 12. © 2016 Ventana Research13 © 2016 Ventana Research13 Planning Demands Participation Integrated Financial Forecast and Plan
  13. 13. © 2016 Ventana Research14 © 2016 Ventana Research14 Aggregating data consumes a considerable amount of time: 81% have to combine data from two or more spreadsheets (often from multiple contributors) to perform some business process. 56% say combining spreadsheets is a time- consuming chore – even experienced, heavy users. Delays in processes is a common issue: 26% find processes are regularly or frequently delayed when spreadsheets are used. Spreadsheets Are Time Consuming
  14. 14. © 2016 Ventana Research15 © 2016 Ventana Research15 Business is About Dimensions Most businesses operate in multiple dimensions – characteristics that form the context of all business activities: • Organization (divisions, subsidiaries, geographies) • Product (families to SKUs) • Customers (national account to ship-to) • Time (years, quarters, months) • Currency (US Dollar, Pound, Euro) Planning, forecasting and reviewing accurately requires software that can manage and manipulate business dimensions.
  15. 15. © 2016 Ventana Research16 © 2016 Ventana Research16 A Maintenance Headache Spreadsheets require hours of ongoing maintenance. • Intensive users of spread-sheets spend an average of 18 hours/month updating, consolidating and revising spreadsheets used in collaborative repetitive processes. • Even casual users must spend one day per month • Eliminating spreadsheet time sinks can free up time for more important tasks. Source: Ventana Research: Spreadsheets in the Enterprise Time Spent Maintaining Spreadsheets 18.1 15.7 9.2 8.6 All or almost all More than half One fourth to one half Less than one fourth %ofTimeSpentWorkingWithSpreadsheets
  16. 16. © 2016 Ventana Research17 © 2016 Ventana Research17 Eliminate the time sink that prevents more effective planning and budgeting.
  17. 17. © 2016 Ventana Research18 © 2016 Ventana Research18 Continuous Planning Plan Execute Evaluate
  18. 18. © 2016 Ventana Research19 © 2016 Ventana Research19 Transforming Business Planning Digital technologies can make planning more effective and improve company performance. Integrated Business Plan Budget Marketing Sales Forecast S&OP Supply Chain Workforce Project Strategic Long- Range IT Spend Demand Capital Spending
  19. 19. Q A Part 2: The value of continuous, connected planning with the Smart Business Platform™
  20. 20. Changing world… Market volatility Commodity price fluctuation Customer demands Digital disruption
  21. 21. Increasing demands… Requires more efficient allocation of capital More frequent budget adjustments Closer collaboration with the business Finance
  22. 22. Finance planning challenges remain constant Spreadsheet hell Rapidly changing business environment Financial surprises Non-standard schema, varying measures & metrics Disparate data Managing plugs
  23. 23. Limited Scale & Collaboration No Audit & Controls Resource Intensive Misaligned Plans No Trust in Data Siloed Operations Global vs. Regional Rigid MARKETING SALES FINANCE HR IT PRODUCTOPERATIONS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS XLS
  24. 24. Q A$100bn tax
  25. 25. Financial planning is ready for change “… from an office of finance focused control effort to one that is more integrated with operational plans.” Gartner 9 6 12 3 Precision | Speed | Alignment Orchestrating Performance Smart Planning Q4 Q1 Q3 Q2 Aggregated | Periodic | Rigid Control Traditional Planning
  26. 26. Precision Speed Alignment Strategic Business Plans Consolidate, Report & Analyze Financial Budgets & Forecasts Operational Plans Advanced decision-making requires orchestration
  27. 27. Strategic Business Plans • Long range scenario plans • What-if analysis • Risk analysis • Top-down growth initiatives Strategic Business Plans Consolidate, Report & Analyze Financial Budgets & Forecasts Operational Plans Precision Speed Alignment Advanced decision making requires orchestration
  28. 28. Financial Budgets & Forecasts • Initiatives plans • Zero-based budget • Rolling forecasts • Activity costing • Statistical forecasting Strategic Business Plans Consolidate, Report & Analyze Financial Budgets & Forecasts Operational Plans Precision Speed Alignment Advanced decision making requires orchestration
  29. 29. Operational Plans • Sales (Territory, Quota, Capacity) • Marketing (Campaigns, Events) • Workforce (Headcount, Capacity) • Supply chain (Supply & Demand) • IT (Projects, Capital) Strategic Business Plans Consolidate, Report & Analyze Financial Budgets & Forecasts Operational Plans Precision Speed Alignment Advanced decision making requires orchestration
  30. 30. Consolidate, Report & Analyze • GAAP & IFRS consolidations • Real time reports • KPI’s • Dashboards Strategic Business Plans Consolidate, Report & Analyze Financial Budgets & Forecasts Operational Plans Precision Speed Alignment Advanced decision making requires orchestration
  31. 31. Advanced decision making requires orchestration Precision Speed Alignment Strategic Business Plans Consolidate, Report & Analyze Financial Budgets & Forecasts Operational Plans Strategic Business Plans • Long range scenario plans • What-if Analysis • Risk analysis • Top-down growth initiatives Consolidate, Report & Analyze • GAAP & IFRS consolidations • Real time reports • KPI’s • Dashboards Operational Plans • Sales (Territory, Quota, Capacity) • Marketing (Campaigns, Events) • Workforce (Headcount, Capacity) • Supply chain (Supply & Demand) • IT (Projects, Capital) Financial Budgets & Forecasts • Initiatives plans • Zero-based budget • Rolling forecasts • Activity costing • Statistical forecasting
  32. 32. Advanced decision-making requires a path Performance Orchestration Integrated enterprise planning Continuous forecasting with initiatives Advanced forecasting methodologies Smart Operational Planning Linked financial & operational plans Collaboration with business partners Scenario planning, what-if analyses Top down, bottom up budgets & plans Formulas reflective of business model Finance owned & operated Smart Financial Planning Value Smart Planning
  33. 33. Q A Thank you!

Hinweis der Redaktion



  • Rob heads up the CFO and business research focusing on the intersection of information technology with the finance organization and business. The financial performance management (FPM) research agenda includes the application of IT to financial process optimization and collaborative systems; control systems and analytics; and advanced budgeting and planning. Prior to joining Ventana Research he was an equity research analyst at several firms including First Albany Corporation, Morgan Stanley, and Drexel Burnham, and a consultant with McKinsey and Company. Rob was an Institutional Investor All-American Team member and on the Wall Street Journal All-Star list. Rob has experience in aerospace and defense, banking, manufacturing and retail and consumer services. Rob earned his BA in Economics/Finance at Hampshire College, an MBA in Finance/Accounting at Columbia University, and is a CFA charter holder. As an industry veteran with more than 30 years experience, Rob can be found on Twitter at @rdkugelvr and on LinkedIn and reached via email at robert.kugel@ventanaresearch.com and read his analyst perspectives at http://robertkugel.ventanaresearch.com.
  • Digital transformation is a term that increasingly used to refer to the changes that take place when digital technology is used in our daily lives - anything from the trivial to the very profound changes – in how we work, play, socialize and communicate. For example, mass adoption of cell phones and the Internet over the past two decades have changed the lives of billions of people – mostly for the better. Technology also has been changing how we do business. E-commerce is an obvious example and one that started early in adoption of digital technologies. Many business processes have been automated by digital technologies but they haven’t fundamentally changed. For instance, most ERP systems and accounting software initially were electronic analogs of paper based ledger systems. It’s often that way. Cars initially were horseless carriages but their design wasn’t transformed until the 1930s when engineers began to rethink their fundamentals to take advantage of evolving technologies in propulsion and aerodynamics. The same is true throughout business software. But today we’re at a crossroads where digital technology is driving a complete rethinking of how companies perform to achieve their objectives.
  • “Business planning” – as we use the term – includes all of the forward-looking activities in which companies routinely engage. Planning is the process of creating a detailed formulation of a program of action designed to achieve objectives. People and businesses plan to determine how to succeed in achieving those objectives. Planning also serves to structure the discussion about those objectives and the resources and tactics needed to achieve them. A well-managed planning process should set measurable objectives and quantifies resources required to achieve them. Setting those objectives also makes it possible to measure performance to those objectives. Budgeting is a type of planning but somewhat different in that is financially focused. It’s fundamentally different from planning because its original purpose was to impose controls that prevent a company from overspending and therefore failing. Not failing is not the same as succeeding. So while planning and budgeting are similar (and budgeting involves planning), they have different aims. Unlike budgeting, planning emphasizes the things that the various parts of the business focus on, such as units sold, sales calls made, the number and types of employees required or customers served.
  • When you stop to think about it, companies do a lot of planning – some formal and some informal. People in companies plan sales, they plan how to produce products and deliver services. They plan for the headcount they’ll need and how to organize distribution and their supply chain. They also produce a budget – which is a financial plan. People and businesses plan in order to be successful. Business planning is – or should be – a dialog between executives and managers about objectives and the resources and tactics that people need to achieve them. Planning – when it’s done right – is the best way to get everyone onto the same page to ensure that the company is well organized in executing the plan. For large or even midsize companies, planning can be hard. In a small business planning can be informal because of the ease of communications between all members and because of the ease with which plans can be modified on the fly in response to changing conditions. But in larger ones, the planning process has to become more formal because communications become compartmentalized locally and diffused across the entire enterprise.
  • In our view companies today can fundamentally change how they plan for the better, thanks to increasingly capable and easier to use information technology. Technology makes it possible for companies to take an integrated approach to business planning. By that I mean that individual parts of the company plan just they way they do today, but they are also able to see what other parts of the company are planning and they can determine what impact their plans will have on the rest of the organization. In other words, does the marketing budget align with what the individual sales plans? Will there be a sufficient number of people to make the plan feasible? Or are there too many? Or too few of some or too many of others? It’s not that companies are completely incapable of doing this today – they just take too long getting the job done and don’t get enough of a return on the time they invest. They aren’t able to achieve the kind of accuracy they should. They aren’t able to adapt as business conditions change.

  • Accuracy is a key objective in business planning, only 45% of organizations said their company’s plans are either accurate or very accurate. We also found that there’s a relationship between how well a planning process is managed and the accuracy of that plan: In 8 out of 10 cases, companies that manage their planning process well or very well wind up with a plan that turns out to be accurate or very accurate. By comparison, just 24 percent of those that manage their process only adequately and 5 percent of those that manage it poorly said they get those kind of results. Another important point came out of the data: We all know that measuring results is essential for achieving results. That’s a fundamental part of performance management and its value was confirmed by our research. Companies that measure the accuracy of their plans get better results. In fact nearly two-thirds of the companies that measure the accuracy of their plans have plan that are accurate or very accurate. By comparison only 21% if those that don’t measure accuracy create plans that turn out to be accurate or very accurate.
     
  • 181123862
    Another reason for integrating business planning is achieving better strategic alignment. This is – or should be – especially important for the senior leadership team. Business is all about managing trade-offs because resources are always limited. Yet our research reveals that 58% of companies of all types and sizes have only a limited or no ability at all to measure the trade-offs in the plans in which they are involved. Being able to measure the business results – not just the financials – and formulate a coordinated consistent response to changing marketing conditions enables companies to operate with greater strategic alignment. In other words, it makes it easier for senior executives to get the results they want. To maximize the value of a departmental plan, those responsible for creating it ought to be able to determine the degree to which their plan addresses the com­pany’s strategic objectives and test it to see how trade-offs could affect their strategic alignment. Just 12 percent said they have all the num­bers they need to assess such trade-offs, and only 30 percent have most of them. Here again, the right tool matters: Three out of five companies that use dedicated planning applications have all or most of the num­bers they need, compared to only about one-third of those that use spreadsheets.  
  • In a corporation, collaboration is essential for planning well. Yet the research shows that across the spectrum of planning activities, only about half of companies collaborate effectively or very effectively. There are several aspects to effective collaboration in planning. One is gathering input from people in different roles or parts of a business. This collaborative vision can create a richer perspective, make planning more accurate. Different people in different roles are able to identify risks and opportunities that might not be obvious to others in different roles. The research clearly shows that collaboration is essential to planning effectively. Almost all (85%) participants that said their organization collaborates effectively or very effectively also said that they manage the planning process well or very well. Companies that collaborate effectively are better able to balance a broader top-down view from executives with front-line experience to produce a plans that are both challenging and realistic. In contrast, not collaborating well has consequences. Only 11% of companies that either collaborate somewhat effectively or not effectively say their company manages their planning processes well.

     
  • Spreadsheets are the default tool that people use. Spreadsheets are seductive. They’re extremely versatile – they’re the swiss army knife of corporate life. They’re relatively easy to set up – even people with limited experience can get results. They’re a very handy way to collect information or data sets. They’re seductive when you don’t have the time or the budget to do the same thing in dedicated software application. They’re seductive when you’re facing deadlines. The problem is that when they’re used in any collaborative, repetitive enterprise-wide process they quickly bog down. There are errors. They’re difficult and time consuming to use as a way to consolidate data from multiple sources. Once you’ve rolled up a bunch of desktop spreadsheets you can’t unscramble to omelet to drill down and drill around. It’s time consuming to refashion a set of assumptions to do what if analysis. They have limited dimensionality – you can’t easily allocate time and expense data to suit your business needs. They don’t manage processes. Spreadsheets circulating through email are a process, compliance and security nightmare. I’ve been using spreadsheets going back to the first days of VisiCalc. Spreadsheets are enormously helpful. They can be a major productivity booster. But when they’re used inappropriately they become a time sink that drives costs and increases risk.
  • You want to have broad participation in your planning processes for two reasons. One is that you’ll get more accurate results. The other is that it promotes buy-in because people won’t take responsibility for a plan that they have no say in. When you include multiple people contributing to a forecast or plan, desktop spreadsheets become a problem. You have to roll up multiple submissions from the people contributing to the plan or budget and this is time consuming. It’s time consuming when you’re doing the annual budget and it’s also time consuming when you do an update or a reforecast. In fact, it’s so time consuming that companies may decide to limit the number of people participating in the process, or limit the frequency of updates, or simplify the models and assumptions or some combination of all of these things. But this ultimately reduces the value of the time you invest in the planning, budgeting and forecasting process.
  • And our research quantifies that impact. One of the most common time-consuming aspects of spreadsheets is the routine activity of having to combine data from multiple spreadsheets to perform some business process; 81 percent of the people who participated in our spreadsheet research said they do this. Spreadsheets are a handy way of gathering data from multiple people – right? You just create a spreadsheet form and pull and aggregate the data from them. But it’s a hidden time sink. More than half of users say that combining spreadsheets is a time-consuming chore. Even people with more than a decade of experience using spreadsheets and who use them most or all of the time in their work find it time consuming to roll-up spreadsheets. And spreadsheets get in the way of a dynamic planning process: 26% say that they regularly or frequently find some business process is delayed when spreadsheets are used.
  • And spreadsheets are great for accounting because accounting works in a two-dimensional grid. But you need to recognize they’re less great when you used them for planning and analyzing businesses because the business itself exists in a multi-dimensional world. What’s a dimension? Dimension is an IT term applied to the characteristics that form the context of all business activities. There are any number of potential dimensions for a business but businesses typically manage data and perform analyses in fewer than a dozen of them. Some of the most common dimensions people use relate to the structure of the organization - its divisions and subsidiaries or its internal management structures. Typically these are set out along geographical lines such as the east, central and west sales or distribution divisions. Then there’s a product dimension – companies define products in hierarchies from the more general product lines and families down to specific stock keeping units or SKUs. Customers are another dimension that might be grouped by vertical industry or whether they’re a national account. Time is a dimension: years, quarters, months -- and so are currencies. Handling data – in other words, collecting actuals, forecasting, reporting and analyzing the numbers – is much, much easier if you can work with it and manipulate it dimensionally. For example, making a change in the effective exchange rate for a given period for a currency in just one place, rather than having to insert it in multiple cells, or in in multiple formulas by reference. Or to make price changes. Or changing organization structures to see the business and financial impact. Spreadsheets are two-dimensional grids and this limits their effectiveness in managing processes and data in the multidimensional world of business. To adapt to this limitation, desktop spreadsheets use pivot tables among other techniques to help deal with the lack of dimensionality. For relatively simple cases this may be enough. If you’re an experienced spreadsheet jockey, with enough thought you can set up a spreadsheet to handle a fair amount of dimensionality. However, from long experience I’d say these adaptations can be very clever but ultimately the compromise is that these sorts of spreadsheets are very brittle. Any time you have to make any change to a model or to a dimension the spreadsheet blows up – you have to start over again.
    Besides, not everyone is good at working with pivot tables, which often are time consuming to use anyway. It’s possible to get around most of spreadsheet shortcomings if you have enough time – but you don’t. That’s the point. So anytime you’re dealing with multiple dimensions in a spreadsheet-driven process you have the opportunity to save time – valuable time – by finding an alternative.
  • Ventana Research has done a considerable amount of research over the years into spreadsheets - research that quantifies the impact that spreadsheets have and identifies the sources of inefficiency. Our objective has been to separate when spreadsheets are the right choice and when they’re the wrong choice – and back those assertions up with facts. Productivity is the reason why spreadsheets became popular. But when used improperly they sap productivity. Spreadsheets are seductive because so many people are so well trained in using them that it is easy to set up even complex models, do analysis and create reports. However, after more than a few people become involved and the file is used and reused, cracks begin to appear. Very quickly, a large percentage of the time spent with the file is devoted to finding the source of errors and discrepancies and fixing the mistakes. Our research confirms this. Because when it comes to the most important spreadsheet that people use over and over again to collaborate with colleagues, on average people spend about 12 hours per month consolidating, modifying and correcting the spreadsheets. That’s about a day and a half per month – or about 5-10% of their time – just maintaining this one spreadsheet. And the numbers are even worse for those that spend most or all of their working day using spreadsheets. Those people spend 18 hours a month –more than two days a month – maintaining this one spreadsheet. Is it worth it? Maybe in some cases. But probably not. And there are alternatives.
  • So even though spreadsheets seem like they’re handy and easy to set up and seem to be the best tool for you, they’re not the best tool for your organization. All of the issues I just mentioned prevent your FP&A organization from being more effective. The time spent dealing with spreadsheet issues over and over again prevent you from doing more and doing more valuable work. Spreadsheets fill up the time and make people feel busy, but they stand in the way of doing the kind of work that makes the organization more valuable and more strategic.
  • Finance organizations that want to play a more strategic role in the management of their corporation should adopt what I’ve come to call a “continuous planning methodology” for their financial planning and analysis. A continuous planning approach uses frequent, short planning cycles to promote agility, coordination and accountability in operations. It includes establishing an ongoing dialogue among finance and line-of-business managers and executives to track current conditions as well as changes in objectives and priorities driven by markets and the business climate. To be able to manage planning this way requires using dedicated planning software that enables members of the FP&A organization to focus more of their time on analysis and modeling and less on the mechanics of gathering data and consolidating it. Technology also enhances the quality of plans, forecasts and budgets. In particular, in-memory computing makes it feasible to rapidly process the computation of even complex models with large data sets. Consequently, it can expand the range of planning, budgeting, forecasting and reviewing performed in rapid cycles. It enables organizations to run more simulations to understand trade-offs and the consequences of specific events, as well as change the focus of reviews from “what just happened” to “what to do next.” The power of applying in-memory computing to integrated business data models is a good reason to replace spreadsheets. Spreadsheets also have practical limits to the size, complexity and adaptability of the models that are created in them.
  • Our vision for the digital transformation of planning and budgeting is integrated business planning. An approach to these business processes that utilizes technology to address the shortcomings of how most companies plan. For companies to improve competitiveness, their business planning must acquire four main characteristics. First, business planning must focus on performance. In other words, it must establish a baseline against which results can be measured. And performance must be measured against both business and financial objectives – and not just against budget. Second, it must help executives and managers quickly and intelligently assess all relevant contingencies and trade-offs to support their decisions. Third, it must enable each individual business planning group to work in one central system; this simplifies the integration of their plans into a single view of the company and makes it easy for planners in one part of the business to see what others are projecting. Fourth, it must be efficient in its use of people’s time. Success in business stems more from doing than planning. Time efficiency makes it possible to improve a company’s agility in responding to change, especially for larger organizations. Achieving all of this means having the right digital technology to support a more effective set of planning processes. As important, though, it means having the leadership and vision in your company that wants to use digital technology to transform the planning processes to make the company more successful.
  • JON
  • Key Message:
    Traditional planning system were built for a old corporate model. They lack flexibility & collaboration. To compensate, excel (a 1980’s productivity too) has become the “shadow” system of planning. But, as the world of business becomes more connected, complex and dynamic, this work-around is causing more problems than it is solving.


    Talking Points:

    Collaboration in traditional planning is lacking:
    Top down => not harvesting collective intelligence detect early signals.
    Decisions made far from the point of impact.
    World is flat… companies are getting flat… access to information is key. You need real-time simulation
    Who do you put first? The customer? Internal politics?

    Traditional planning processes are slow, siloed:
    What are you optimizing for? What are the signals of success? How often do you measure them?

    Planning systems are technology from another century & personal productivity tools to get by: Excel is the glue / shadow IT planning system. Riddled with errors and there no way to audit it or control where the data goes.


    We are focusing on [X – Sales, Finance, etc.] today but this happens across every department in the business.

    The problems that are caused here are common across all business. You end up with siloed data and operations.

    Lack of scalability and collaboration. No Controls. Misaligned plans. Models are broken.
  • This broken process creates what we estimate to be a $100b TAX every year.

    Lived with problem … so long

    No answer until Anaplan.

    We dared … question "what if... we we could solve this?

    $100B per annum problem.

    Not easy. Very hard.



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