Planning and EPM

ANAPLAN: The New Age of Connected Planning

A Connected, Living, Actionable Plan for Continuous Improvement

In a recent report, Mint Jutras posed the question Is Planning & Performance Management A Marriage Made In Heaven? We concluded the key to marital bliss: more data, more tools, more often. Anaplan is one company that is committed to this approach. Back in December 2015 we applauded its solution as A Complete, Connected and Living Plan. But Anaplan hasn’t been resting on its laurels since then. The theme of its most recent customer event (Anaplan Hub 2017): A New Age of Connected Planning. Yes, Anaplanners are able to connect planning and performance management, but “the connected plan” means much more. Connected planning connects data, people and plans. And we’re not just talking about financial plans. We’re talking about being connected across the enterprise.

“Connected Planning”

Ideally, the enterprise should have a single, cohesive plan to maximize growth and profits. This should be both a financial plan and an operational plan. Of course there are different components of that plan, but you need all the different functions within an organization pulling in the same direction. This requires each function to narrow its focus and figure out exactly what it needs to do, without losing sight of the end goal. That is often easier said than done because traditionally this requires specialized tools and applications for each function, resulting in separate sales, finance, workforce and supply chain plans. How do you bring them altogether? Too often the answer is, you don’t.

After all, what software company provides financial planning, budgeting and forecasting, sales and operations planning (S&OP), workforce planning, supply chain planning (SCP) and inventory optimization (and possibly more) all in a single solution? While some of the giants in the industry can satisfy all these needs, they tend to do so with discrete applications. Very often those different solutions are the result of acquisition, which means they weren’t developed from a single platform and the integration is far from seamless, if it exists at all. Instead of a single, coordinated plan, you risk having disconnected or even competing plans pulling you in different directions, even though you work with a single vendor.

This is why Anaplan takes a completely different approach. Instead of the traditional point solution approach for each of these planning functions Anaplan offers a single planning platform that is cloud based. The team at Anaplan likes to say, “one platform, unlimited possibilities.” The goal is to connect the organization, end to end.

What’s New in this New Age?

Given the title of our December 2015 report, it is clear the concept of a connected plan is not entirely new at Anaplan. Yet not only has that connectivity evolved, it really is a new age at Anaplan.

New Leadership, New Focus

First of all, Anaplan has a new leader. New president and CEO Frank Calderoni came on board in January of this year. It was a tribute to the rest of the executive leadership that the company hadn’t really missed a beat since former CEO Fred Laluyaux had stepped down in April 2016.

But Mr. Calderoni came with some new ideas. He largely kept the same executive team that worked well without the guidance of a CEO, reflecting his trust in them. He also brought a three-pronged corporate strategy, focusing on:

  1. Customer first: Beyond the cliché, Mr. Calderoni hopes to bring this mantra into the very culture of Anaplan.
  2. More innovation: Expect the investment in improving the technology to grow, but Anaplan will carefully choose where to develop innovation and where to partner. For example, new workflow capabilities will be developed internally because they impact the customer interaction so directly. But Anaplan chose not to re-invent automation of data integration, choosing instead to partner with Informatica. And new visualization capabilities are courtesy of Tableau for advanced analytics.
  3. Focus on community: An engaged and connected community is important to any software company, but more so for Anaplan. It delivers “use cases” or “apps” on top of its planning platform. But as noted in a previous Mint Jutras report,these are not your traditional commercial apps. And Anaplan isn’t the only one creating them. Both partners and customers (i.e. the community) contribute to the growing pool of them.

New Context for “Connected”

Anaplan started out by offering a planning engine built on its patented HyperblockTM technology. This calculation engine supported (and still supports) a level of granular detail that lets you connect all the dots naturally. So back in December 2015, we used the term “connected” in the context of connecting the dots. By changing one (connected) dot, Anaplan automatically propagated that change to any other part of the plan connected to that data. And because visibility and transparency are built in, you can easily adjust the plan as you monitor performance, making it a living plan.

Anaplan is still able to connect all the dots, but today it connects much more.

More Data

First of all it connects to more data. As we noted in previous reports, a planning engine is useless without data and this data might come from any number of sources, including enterprise resource planning (ERP), customer relationship management (CRM), human capital management (HCM), additional financial applications or any other source of structured data. Back in 2015, most of the use cases for Anaplan centered on finance, workforce management and sales, relying primarily on internal data. Supply chain planning had only recently become a focus (late 2014).

In 2016, supply chain planning gained significant momentum for Anaplan. A year ago there were just 10 supply chain apps available. Today there are over 30. Supply chain planning can’t rely exclusively on internal data and communication. It wouldn’t be a supply “chain” if it didn’t involve other enterprises, including suppliers on the back end and customers on the front end. And a supply chain is only as strong as its weakest link, making connections a key criterion for success.

One customer, a manufacturer and distributor of high-end fashion accessories, credits Anaplan’s planning engine for its ability to significantly strengthen its forecast accuracy. Using the tool for demand driven planning has allowed the company to transition from pushing supply (with the hope of it being consumed) to pulling from an accurate forecast of demand. Given the volatility of fashion trends, nowhere in the organization is a living plan more important. And nowhere is it more important to connect directly to external forces driving the seasonality and downright fickleness of the world of high fashion. And nowhere is communication and collaboration beyond internal employees more important.

Prior to doing demand planning with Anaplan, the company had been overly dependent on the information management (IT) project management team to respond to needed changes in planning models. Not only was planning too slow and cumbersome, but the process itself was not flexible, and it took way too long to respond to change. But with Anaplan, the planning team became more self-sufficient and the planning process itself went from being performed monthly to weekly. The company currently plans a week of production and is heading toward daily planning. Given the volatility of high fashion, its products might only stay on the shelf for 3 months. It is critical to connect the plan to sales, social and economic drivers. With Anaplan, the frequency is higher and the data is fresh and planning is connected to reality.

 More Functions, More People, More Connections

While Anaplan’s planning engine is capable of connecting all the dots, oftentimes companies need to work hard to get all the different functions in the organization to play along. Yes, Anaplan is a platform for planning, but typically Anaplan’s customers don’t start out looking for a platform. They start out with one particular group looking to solve a particular problem. In solving that problem they may be collecting data from other parts of the organization and connecting those dots. But there are many more potential problems to solve and more connections to be made.

Anaplan customers tend to start with a single pressing problem, which is solved with a custom-tailored use case. On average, they then go on to solve at least two more, often related problems. Some wind up with 10 or even 30 use cases built on top of the platform. The more use cases, the more connected the enterprise and the more people are pulling together, all working from a cohesive plan.

So what holds customers back from taking full advantage of the platform in order to satisfy all their planning needs? Probably the most common obstacle is the custom nature of the solution. Remember, Anaplan started out as a planning and modeling engine, which makes it flexible and powerful. But if a department within the organization is looking for a quick fix, right out of the box, they might wind up looking elsewhere.

If you have a generic problem and are looking for a rigid, prescribed way of dealing with it, or perhaps you yourself really don’t know how to (theoretically) solve the problem, the solutions that work right out of the box are perhaps your best bet. But if you have a problem that is rather unique to your particular business or that calls for regular changes or course corrections, and you know how you would solve it if you just had the right tools, then a powerful platform that is easily tailored by the business user without a lot of assistance from IT might be the better solution. That’s Anaplan.

Back when Anaplan’s planning platform was first conceived you would have had to start solving the problem from scratch, perhaps with the assistance of a consultant. This is becoming less the case as more and more apps are added to the library of use casesAnaplan App Hub, increasing the likelihood that someone else has solved at least a similar problem previously. But even if they start with a pre-defined app, Anaplan customers will typically custom-tailor it to address their specific needs, either on their own or with the assistance of a growing number of partners.

You might fear that you don’t have the necessary technical skills to custom-tailor the solution. But don’t worry. If you can work a spreadsheet, you have most of the technical skills you need. You might need some assistance from the IT staff to setup the automated data integration from various sources of structured, and perhaps even unstructured data. But since you have freed them up from having to do the heavy lifting normally associated with a custom-tailored solution, they have much more time to work with you on the more strategic stuff.

Over time, most Anaplan customers see a clear path to moving on to solve the next problem and chances are the average number of use cases deployed will steadily rise.

Case in Point

Another Anaplan customer, achieved a 900% return on its investment (ROI) in two years.

A global leader in innovative comfort footwear for men, women and children is a vertically integrated enterprise with five factories around the world. The head of global supply turned to Anaplan to optimize supply planning.

Many of the offered products can be made in any of the factories, although some do some specialized production. Prior to deploying Anaplan, the company had to rely on a planner’s gut feel as to the best source of supply. But there was no financial consideration factored into these decisions even though the trade-offs between cost to make and cost to transport were significant. The head of global supply felt the decisions needed to be more fact based. She needed to be able to easily rebalance allocation. She needed to be able to easily and quickly consider various “what if” scenarios in order to not just make a sourcing decision, but to make the optimal sourcing decision.

It took one year to completely develop a customized use case for optimization. The team tested for six months and then ran in parallel with the old methods in order to prove the cost effectiveness.

They changed some products from being single sourced to dual sourced. They found that while the cost to make certain products in Europe was higher, the offsetting savings were huge. It was also a huge learning experience because some of what they discovered was counter-intuitive. But with the real facts in hand they were able to save about one million euros – a 900% ROI in two years. The long ramp-up was not so much dependent on the skills of the people doing the setup, but rather the nature and complexity of the problem, and the number data sources and volume of data required.

The next step is to move from detailed allocation to more strategic planning, a necessary step to convince the rest of the organization that this disruptive technology is not too good to be true.

Conclusion and Recommendations

In today’s fast-paced world, you need to be working from a well-formulated plan, around which all parts of the enterprise can rally. You also need to marry that plan to performance and make it a living, breathing plan – one that is well grounded in real data and able to respond to the forces of change that impact businesses every day. And the plan needs to bring all the different functions in the organization together. Unfortunately today too many plans are built on solutions that are anything but happily married. Even the different departments live entirely separate lives, either consciously or unconsciously avoiding each other or, even worse, they are in contentious relationships.

When it comes to planning and performance management, Anaplan is not the only kid on the block. But no other company does it quite like this kid. Based on its own in-memory Hyperblock technology, Anaplan delivers a platform that is flexible enough to adapt to your specific needs and solve your specific problems. But it is easy enough for the nontechnical user to work with, especially with a growing number of pre-built use cases.

If your different financial and operational plans are not well coordinated across the enterprise, perhaps it is time to connect them. If your planning and performance management does not enjoy marital bliss, perhaps it is time to connect them. If your current plans are not based on real data, perhaps it is time to connect them. Anaplan’s connected planning is designed for all these connections, but perhaps most importantly, it may just be the path to connect you with reality and guide you into the future.

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