May 25, 2021
The New Reality for
Business Planning and Analysis

Bill Guilmart
Sr. Director, Solutions
Marketing
Workday
Brian Anderson
Principal, Advisory Finance
Transformation
KPMG
Scott Fredrich
Managing Director, Advisory
Finance Transformation
KPMG
Ray Alwani
ENMAX
Director, Business Systems
Process and Strategy

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© 2020 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International
Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
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The New Reality for
Business Planning and
Analysis
May 25, 2021

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© 2020 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International
Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Elevating the value of BP&A
Data and analytics capabilities provide BP&A with an opportunity to influence the enterprise across three core areas.
Strategic Planning Forecasting Analytics & Insights
Continuous forecasting triggered by
changes in business drivers
Enterprise planning enabled by a robust
technology suite
Increased accuracy through reliance on
external signals and predictive modelling
Align strategic priorities across enterprise
for 1-,3-, 5-year outlook
Leverage rapid strategic modelling for
assessing impact of external events:
- Business model shifts
- Unexpected external impact
- Event-based scenarios
Cross-functional analytics leveraging AI
and predictive capabilities
Digital delivery of analytics with mobile
and self-serve capabilities
Augmented visualizations integration
across platforms
New (and more) data as a foundation
Accelerate value through technology
Achieving organizational agility

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© 2020 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International
Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
Uplifting the BP&A role
1) Know what and how to measure
and analyze
— Align your measurements with enterprise strategies and
performance
— Identify the foundational measures and analytics
— Look forward with leading edge insights to analyze and predict
2) Employ emerging technologies
— Drive the intelligent automation of foundational
measurements
— Enable the generation of leading edge insights and analytics
— Optimize data quality and access to analytics
4) Develop Business Partnership
capabilities and culture
— Understand the evolving roles of the Finance function
— Invest in the right skills & talent
— Create a performance-centric and technology-enabled function
3) Be the Enterprise Data Steward
— Shape the enterprise’s vision for insights and analytics
— Develop the optimal delivery model for Finance
— Spearhead the evolution of an analytics-based organization
People and data deliver the value -- finance must transcend its role as a record-keeper and become
performance and enterprise-focused

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© 2020 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International
Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
What will it take for a successful BP&A transformation?
Transformation
success factors Healthy signs Unhealthy signs
— The right executive sponsors are engaged
— Regular steering committee meetings are being held
— Engaged operating committee to drive decision making
— Hypothesis-based approach, use pilots to test and learn and gain support
— Crawl, walk, then run based on maturity
— End-to-end process standardization and management
— High performing resources engaged with global view
— Value drives the sequencing
— Quick wins while working on longer transformation
— Business case that tracks benefits
— Change activities are an integral part of the program
— Early and ongoing engagement of cross functional partners
— Understanding and considering employee impacts
— Visible incentives and recognition
— Executives’ support is not visible
— Not able to find the right resources with the right skills
— Automate As-is process vs. “improve then automate” strategy
— Not driving end-to-end-end thinking across process decisions
— Lack of end-to-end comprehensive KPIs
— “Why are we doing this?” mindset
— No business case
— Change not considered in upfront planning
— Minimized ROI due to poor adoption
— Out of touch with employee population needs and motivations
Unflinching executive
commitment and
championing
Holistic operating
model outlook
Articulating and
monitoring the case for
change
Proven change
transformation
methodology
Effective governance
and program control
— Program leads with the authority to make key decisions
— Purposeful, digestible implementation plan
— Effective risk mitigation to anticipate roadblocks/issues
— Disciplined and rigorous controls to manage changes and exceptions
— Uncontrolled – poor plans, controls, tracking mechanisms
— Risk are not captured or mitigated
— Status reporting not reflective of project reality

Panel Discussion

Bill Guilmart
Sr. Director, Solutions
Marketing
Workday
Brian Anderson
Principal, Advisory Finance
Transformation
KPMG
Scott Fredrich
Managing Director, Advisory
Finance Transformation
KPMG
Ray Alwani
ENMAX
Director, Business Systems
Process and Strategy

Thank You