CFOTL: What’s your advice to executives who may believe driver-based models are too complex or sophisticated for their teams to manage or execute?
Ethan: First, in trying to create a model, focus on the key elements that influence your numbers. You don’t have to create a[...]
Carlson Thought Leadership in Finance & Technology
WOBURN, MA—February 4 , 2015 - Carlson Management Consulting, a leading financial solutions and services firm serving a growing list of customers nationwide, today announced it was awarded Partner Innovation by Adaptive Insights, the worldwide leader in cloud corporate performance management (CPM) and business intelligence (BI) for the biggest brands and the hottest companies. The awards recognize outstanding achievement by Adaptive partners around the world in a variety of categories.
From my perspective, having a long-range forecast or a long-range plan — something of greater than 3 years, say 3, 5, 7 years — is really a key component of the overall planning and forecasting process. It’s crucial to ensuring that the strategic alignment with your budget is[...]
I think that the most important thing is that as you’re moving into rolling forecasting and creating more projections, you have to make sure that you’ve got a regular check-in. If you only keep generating projections and you don’t check how you’re doing against them, there’s no[...]
Is your rolling forecast delivering all of what it promised? Join us as Ethan Carlson, CEO of Carlson Management Consulting, once more tackles our questions to supply you with answers and a new mindset designed to help empower your finance organization to look ahead.
I think that if you’re not doing a rolling forecast or changing the way you think about your projections and using this to your advantage, you’re really missing an opportunity to capture key information and make better decisions. If you go back historically and look at how organizations[...]
As a consultant working with clients to transform their budgeting process, I put a priority on structuring budgets, plans, forecasts, and reports in ways that are more meaningful and provide better analysis with the appropriate level of granularity.
During a current implementation project of Adaptive Planning with Cetylite, a pharmaceutical manufacturer based in New Jersey, I was tasked with lining up the budget by vendor, which is at a lower level than the general ledger account. This approach would provide better expense management and reporting.