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Leo Lingham
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CASE STUDY : 1
Traditional Forecasting
Many organizations seek to mitigate some of the traditional budgeting problems noted above by
implementing some form of forecasting. This allow s managers to update budgeted numbers w ith actual
results for the periods that have already occurred. The forecasts are used to predict w hat w ill happen in
the future, often seeking to confirm w hether predetermined annual targets w ill still be met.
W hile financial managers think of forecasting in terms of periodic forecasts, operating managers are
constantly adjusting plans, including sales estimates, w hich are converted to operating plans for
production and inventory control levels. Most of these planning efforts are conducted in numerous
discrete systems supporting different functional areas. A great deal of effort is required to integrate and
reconcile these different view s of the future.
Financial forecasts are performed on a preset schedule, typically quarterly or monthly.
According to David Axson, author of "Best Practices in Planning and Management Reporting" 4. Axson
explains that these process cycle times are extended due to:
The difficulty in getting timely information;
The high level of details required taking significant time to forecast each item; and
The fact that much of this data is developed in a series of disconnected spreadsheets making
integration a time-consuming process.
Many companies use a purely financial process that is disconnected from its specific business drivers-a
mere financial accumulation of trends. These companies often determine their monthly forecasts by
subtracting the actual results to date from their annual targets and then dividing the remaining gap by the
months remaining. They then view the monthly result to see if it is even possible to attain, All their
forecasting w ork focuses on achieving the predefined annual targets, even if the underlying assumptions
that w ent into creating those targets are now Incorrect.
The level of detail used often mirrors the annual plan. Some planners forecast at the same level of detail
that is used for actual reporting, This can result in tremendous efforts in calculating variances and the
related explanation process.
These misconceptions often turn traditional forecasting into merely a different pc version of the
problems w ith traditional budgeting. Let's examine w hy.
For many organizations, forecasting is a mechanical process that adjusts future run rates upw ard or
dow nw ard as necessary so that the predetermined annual targets are still met.
They ignore the fact that targets w ere set based on various assumptions. W hat happens w hen the annual
targets are held but their underlying basis proves incorrect? The great quality guru W . Edw ards Deming
noted that "if you pay people to hit targets, they often w ill, even if it destroys your company.
Answer
3. Expect the Unexpected.David Axson
4. Forecasting a critical business process in turbulent times.
5. W hat is a forecast? Forw ard Looking Fact-based Flexible Focused on Risks & Opportunities
6. The end result ... is not an accurate picture of tomorrow , but better decisions about the future.Peter
Schw artz, The Art of the Long View
7. Good forecasting practices create value Career Perform n ance Reputatio
8. The traditional approach... J F M A M J J A S O N D
9. The traditional template
10. Static forecasts do not provide the necessary visibility in turbulent times.
11. It show s...
12. Rolling Forecasts. An effective approach. 2009 IBM Corporation
13. W hat is a Rolling forecast J F M A M J J A S O N D J F M A M J Q1 Forecast Traditional Q2 forecast Q3 Q1
Forecast Rolling forecast
14. W hy are rolling forecasts attractive? Increased visibility Consistent time horizon Less reliance on budget
Solid baseline for new plans
15. Rolling Forecasts speed up the budgeting process Source: The Hackett Group, 2008
16. Not only time is saved. Satisfaction increases. Source: The Hackett Group, 2008
17. Some elements of a successful forecast Time Horizon & Process Update Frequency Management Agile
Models
18. Time Horizon & Process Update Frequency Management Agile Models
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