FP&A Business Agility Assessment

For today’s FP&A organizations,
business agility is a business imperative.
There’s a huge opportunity for companies that achieve it – and those who don’t will struggle. We’ve developed 14 questions to help FP&A teams like yours understand their current capacity to support agility in their organizations. This assessment digs into your practices, capabilities, and business partnerships to discover your agility credentials and improvement opportunities.
In only 7 minutes, answering these 14 simple questions could benefit your organization for years to come.
What you'll get:
A clear breakdown of your agility score and rating – have you adopted best practices?
Actionable improvement steps: your strengths, weaknesses and opportunity areas.
An extensive, personalized agility report based on your results, with an action plan and guide to your future roadmap.

All terms, provisions, and agreements set forth in the Workday Website Terms of Use (“Terms of Use”) are hereby incorporated herein by reference with the same force and effect as though fully set forth herein. “Materials,” as defined in the Terms of Use, shall also include “The Business Agility Assessment.”

1. How does your FP&A team spend most of its time?

Select one:

2. How frequently does your organization plan and forecast?

Select one:

3. How often do you use insights drawn from nonfinancial data to inform your plans and forecasts?

Select one:

4. How often are finance and operational teams aligned on KPI data and analysis?

Select one:

5. How quickly can you update financial statements or test scenarios in response to change?

Select one:

6. How does FP&A partner with the rest of the business?

Select one:

7. How easy is it for you to run what-if scenarios?

Select one:

8. How much time do you spend during budgeting and forecasting cycles reconciling data between people and systems?

Select one:

9. How much visibility do you have into the planning process as it’s happening across the business?

Select one:

10. How aligned is operational planning and reporting to strategic objectives?

Select one:

11. How is your planning supported by technology?

Select one:

12. How quickly can you course-correct when you see performance deviate from your plan?

Select one:

13. A bit about you.

What Industry do you work in? (Select one) :

14. How many people are in your business?

Select range:


10,000+

Your agility rating is:

Download your customized report for a question-by-question breakdown tailored to your responses, complete with practical next steps to start forging a high-value partnership with the business.

Supporting business agility isn’t easy—it wouldn’t be such a powerful differentiator if it was.

The good news about being at the start of your agility journey is that there are lots of quick-wins lying around for the taking – and we can help you find them. With a few strategic conversations and some small process and behavioral changes, you can make a big impact in a small space of time.
Download your customized report for a question-by-question breakdown tailored to your responses, complete with practical next steps to further strengthen your partnership with the business.

You’re supporting business agility in some powerful ways already—now it’s time to focus in on the key areas that have the most impact.

You’re ready to start adopting some more ambitious and sophisticated processes and capabilities. With the right focus and execution over the next 6-12 months, you can radically accelerate your ability to help the business predict and respond to change.


Download your customized report for a question-by-question breakdown tailored to your answers, complete with practical steps to start developing some truly differentiating capabilities.

Great job! You’re near the front of the pack. Now it’s time to accelerate your efforts and fulfill FP&A’s ultimate goal: to drive business agility throughout the whole organization, and act as a continuous engine of true strategic insight for the business.

But remember: agility is a moving target. Today’s bleeding edge is tomorrow’s table stakes. You need to be constantly striving towards a real-time understanding of your business performance and predictive insight into the factors truly driving your business.

Get Your Results


Your industry benchmarks

Proficiency level relative to comparable Adaptive Insights customer benchmarks

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Process strategy

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Process frequency

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Data and systems

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We have identified key practical steps that could accelerate your business agility. Download your customized report to get the details.


All terms, provisions, and agreements set forth in the Workday Website Terms of Use (“Terms of Use”) are hereby incorporated herein by reference with the same force and effect as though fully set forth herein. “Materials,” as defined in the Terms of Use, shall also include “The Business Agility Assessment.”

FP&A Business Agility Assessment

Final report for Name / May 28th, 2020

Your agility rating:

The guide to becoming a strategic partner to the business

Adaptive Insights grader results chart
Average Workday Adaptive Planning customer
Your score

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1. Your FP&A team’s primary function in the business

You said:

Strategic FP&A teams like yours have automated much of the workload and are now doubling down on generating business insights that drive faster, better decisions.

A good next step might be to assess your skill matrix and start evaluating how to develop future-facing capabilities in areas like AI, predictive analytics, and other new technologies.

The first step to becoming a more strategic FP&A team is to free up time to focus on more strategic work. And that can’t happen if you’re bogged down maintaining spreadsheets and consolidating data.

Put simply, your first goal should be to put the "A" back in "FP&A!" Automate as many of the manual tasks as possible and spend more time analyzing and offering strategic guidance to the business. Start by speaking to leaders about where you can add the most value and expand the scope from there.

Practical steps
  • Engage in strategic conversations/offsite planning sessions to find out how finance can provide better insights, faster (e.g., using a new technology to improve a process or to help meet company goals).
  • Pick one area that has been problematic in the past or partner with a team or group that is open to trying new technology and run a pilot program.
Practical steps
  • Speak to operational and company leaders more frequently in order to discover their challenges.
  • Find an operational area or project that finance can quickly address.
  • Communicate your wins (and misses) outward to establish a new feedback loop.
  • Elevate the scope of your reporting from backward- to forward-looking. After measurement, ask “So-what?” and then suggest follow-up actions.

2. Your planning and forecasting frequency

You said:

Strategic FP&A teams like yours have automated much of the workload and are now doubling down on generating business insights that drive faster, better decisions.

A good next step might be to assess your skill matrix and start evaluating how to develop future-facing capabilities in areas like AI, predictive analytics, and other new technologies.

Speed is a critical part of agility. Strategic insights need to be timely to be valuable. Quality analysis isn’t useful if the business doesn’t have time to respond effectively.

To consistently equip senior stakeholders with timely, accurate information (including financial summaries and recommendations), you need to automate most of the data collection, consolidation, and processing to support fast, quality decision-making.

Practical steps
  • Engage in strategic conversations/offsite planning sessions to find out how finance can provide better insights, faster (e.g., using a new technology to improve a process or to help meet company goals).
  • Pick one area that has been problematic in the past or partner with a team or group that is open to trying new technology and run a pilot program.
Practical steps
  • Implement a dedicated reporting system—with drill-down and collaborative capabilities – as soon as possible (i.e., stop reporting with spreadsheets).
  • Automate the data flow feeding that system (ideally from financial and nonfinancial sources).
  • Include key performance measures from nonfinance stakeholders to improve the scope and quality of your updates.
  • Standardize financials so they can be generated quickly (within a specified number of hours).

Take your planning and forecasting to the next level by reading 5 Steps to Getting Your Business on Board With Rolling Forecasts.

Discover more