Rolling Forecast vs Traditional Budgeting

In a fast-changing, technology-driven business environment, predicting and planning for the future is hard. This 75-minute rolling forecast vs traditional budgeting webinar explains why many organizations are moving away from the annual budget.

Traditional budgets take too long, rest on assumptions that no longer hold, look backward instead of forward, encourage a use-it-or-lose-it mindset and limit creative resource management. Rolling forecasts address these problems.

You'll learn to base forecasts on key business drivers, including cash, apply the five core components of rolling forecasts, use technology to build them, and validate them with what-if analysis. Simple samples and exercises reinforce each point.

• Explain the weaknesses of traditional budgeting
• Identify key business drivers, including cash, as the basis for forecasts
• Apply the five core components of a rolling forecast
• Use technology and simple techniques to build rolling forecasts
• Validate forecasts with what-if analysis
• Avoid common pitfalls and gain support for the culture change

• Why traditional budgeting falls short
• Why rolling forecasts matter in a turbulent environment
• Defining key business drivers as the basis for rolling forecasts
• Cash as a key business driver
• Using key business drivers and cash to shape the future
• The five core components of rolling forecasts
• Using technology to develop and implement rolling forecasts
• Simple techniques to put forecasts in place
• Samples and exercises to reinforce teaching points
• Using what-if scenarios to validate forecasts
• Benefits of rolling forecasts and pitfalls to avoid
• Selling the culture change needed for rolling forecasts

Rolling forecasts are quickly replacing traditional budgeting. This session sets out the key differences and advantages, and challenges anyone who manages resources to think differently about planning.

It suits budget and financial analysts, cost center managers, accounting managers, chief accountants, finance and budget managers, CFOs, finance VPs, and operations and production managers.

• Budget Analyst
• Financial Analyst
• Cost Center Managers and any position responsible for the management of resources
• Accounting Managers
• Chief Accountants
• Finance & Budget Managers
• Chief Financial Officers
• VP Finance
• Operation and Production Managers