使用xP&A来改进组织的决策
Because of the way xP&A transcends finance and incorporates data and KPIs from across the organization, it functions as a natural step toward planning modernization and, ultimately, business transformation, which we call Connected Planning.
\nEvolving FP&A to xP&A
\nMost organizations are still using disparate spreadsheets passed among individuals via email or a shared drive with multiple users to generate templates, compile data across departments, and validate input. Traditional planning and analysis systems live separately without connecting or informing one another for a more holistic look at the process. It’s a lot of work and it’s not very accurate.
\nVisionary finance leaders are investing in improvement and are mapping the journey to a modernized and connected financial planning and analysis function.
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\nFinance teams must enable cross-departmental business planning by contributing several key efforts via xP&A:
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- Encouragement of decision-making aligned horizontally and vertically: Finance teams can ensure every business unit is working toward shared goals and strategic targets, and enable each stakeholder to align decisions based on reaching those goals. \n
- Identifying and outlining trade-offs: There will always be risks and benefits, and any decision made has an impact somewhere. Weighing various scenarios against one another to choose the optimal path is essential. Access to information better informs decisions based on business drivers and KPIs, such as demand, supply, pricing, revenue, cost of goods sold, and margin. \n
- Providing financial data to improve decision-making quality: Financial data should be robust. It should include internal and external sources. In addition, both low-latency and granular data can provide alerts about trends, anomalies, and outliers that better inform the decision-making process.
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xP&A is Connected Planning led by finance to fully integrate the enterprise
\nUsing xP&A allows the organization to benefit from these results:
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- Faster and more accurate budgeting and financial forecasting: The ability to see and measure performance across the enterprise allows agile pivots and on-the-fly reforecasting for greater accuracy. \n
- Increased accountability and improved insights across several key areas: Workforce planning benefits from better understanding performance in each department and illuminating talent gaps or opportunities to upskill. Revenue owners can see where performance needs improvement, and respond by modifying go-to-market strategies, pricing, and marketing to maximize ROI. Operations can use all of this data to streamline or optimize for greater organization-wide efficiency and savings. When all functions are stakeholders in the financial planning process, leaders have a vested interest in assuring their performance adheres to agreed-upon goals. \n
- Better predictability and agility to address disruption and possible performance gaps for reduced risk: Eliminate surprises that derail a financial plan with “what-if” scenario modeling, risk reward analysis, and clearer lines of sight into organization-wide performance. Scenario planning and visibility into every function create more opportunities to plan for seemingly unlikely but possible events. With this knowledge, contingency plans and course changes can be made on the fly to reduce negative impacts and improve performance. \n
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- Greater cross-team collaboration: With shared ownership of financial performance and related processes, there is greater personal investment to work together. There are fewer assumptions about results and KPIs, creating a more synced and synergistic team. \n
- Single source of data, more reliable truth: Eliminating spreadsheets and manual labor to compile financial data creates greater trust in both the numbers and the process. Everyone can input their data with confidence and finance can analyze it using context from the entire enterprise. \n
All these factors lead to the most important result: a strategic competitive advantage to weather and thrive in a variety of market conditions. Operationalizing xP&A within an organization is a natural progression, thanks to the advanced abilities and insights available beyond traditional FP&A.
\n"}}" id="text-eeff4246c7" class="cmp-text">扩展 计划与分析(xP&A) 是 财务计划与分析(FP&A)的重要演变，将运营计划与财务计划和绩效衡量结合起来。它是一种企业规划策略，通过使用相同的供应商平台、架构、 和数据模型 添加跨功能功能，将FP&A用例扩展到财务之外，以提高 可见性、一致性和预测准确性
由于 xP&A 的方式超越了财务，并整合了来自整个组织的数据和kpi，因此它作为规划现代化并最终实现业务转型的自然步骤，我们称之为连接规划。
发展FP&A到 xP&A
大多数组织仍然使用不同的电子表格，通过电子邮件或与多个用户共享驱动器在个人之间传递，以生成模板，跨部门编译数据，并验证输入。传统的计划和分析系统是分开的，没有连接或通知彼此，以更全面地看待过程。 这需要大量的工作，而且不是很准确。
有远见的金融领导者正在投资于改善，并绘制地图走向现代化和互联的财务规划和分析 功能。
财务团队必须通过xP&A: 贡献几个 关键工作来实现跨部门业务规划
- 鼓励 决策 纵向和横向对齐 : 财务团队 可以确保每个业务单元都朝着共同的目标和战略目标努力，并使每个利益相关者能够在实现这些目标的基础上调整决策。
- 识别 和概述 权衡: T风险和收益总是存在的，任何决定都会对某个地方产生影响。权衡各种情况来选择最优路径是必要的。 对信息的访问可以更好地根据业务驱动因素和kpi(如需求、供应、定价、收入、商品销售成本和利润率)做出决策。
- 提供 财务数据，提高决策质量; 财务数据应该稳健。它应该包括内部和外部来源。此外，低延迟和细粒度数据都可以提供有关趋势、异常和异常值的警报，从而更好地为决策过程提供信息。
xP&A 是以财务为主导，全面整合企业的互联规划
使用 xP&A 可以使组织从这些结果中受益:
- 更快，更准确的预算和财务预测查看和度量整个企业的性能的能力允许灵活的轴心和动态的重新预测，以获得更高的准确性。
- 在几个关键领域增加问责制和改进洞察力：工作吧Ce 计划受益于更好地了解每个部门的表现，并指出人才差距或提高技能的机会。收益所有者可以看到性能需要改进的地方，并通过修改进入市场策略、定价和营销来做出反应，以最大化ROI。操作可以使用所有这些数据来简化或优化，以提高组织范围内的效率和节省。当所有职能部门都是财务规划过程中的利益相关者时，领导者就有了确保他们的绩效符合商定目标的既得利益。
- 更好的可预测性和灵活性，以解决中断和可能的性能差距，以降低风险：通过“假设”情景建模、风险回报分析和更清晰地了解组织范围内的绩效，消除破坏财务计划的意外情况。场景规划和对每个功能的可见性为计划看似不太可能但可能发生的事件创造了更多机会。有了这些知识，就可以在飞行中制定应急计划和改变航向，以减少负面影响并提高性能。
- 更大的跨团队协作:在财务绩效和相关流程的共同所有权下，有更多的个人投资来共同工作。关于结果和kpi的 假设更少，创造了一个更加同步和协同的团队。
- 数据来源单一，真相更可靠：消除电子表格和编制财务数据的手工劳动，在数字和过程中都创造了更大的信任。每个人都可以放心地输入他们的数据，财务部门可以使用整个企业的上下文来分析数据。
所有这些因素导致了最重要的结果:在各种市场条件下都能获得战略竞争优势。在组织内实施xP&A 是一个自然的过程，这要归功于超越传统FP&A的先进能力和洞察力。