Should you wait to finish implementing your ERP before tackling planning & reporting? Here are some DO's & DON'Ts to consider if you're addressing your FP&A process while in the midst of an ERP project.

1. of Fixing FP&A While ERP is in Flux
November 2017

2. Do I have
to wait on
ERP to fix
FP&A?
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Concerned about resource capacity and wasting
energy on something that will need re-work.
Literally, hundreds of our customers
have wrestled with this question.
And the answer is…

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No.
But there are some things you’ll want to consider…

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1. DO Get the high level structure set
A sense of what the high level org structure -- entities, departments, segments, even [rough] chart of accounts -- will look like going
forward is helpful as it influences how planning models and reports are built. Teams usually have a good idea of this structure even at the
outset of an ERP project, as i) many times this was a driver of ERP change or ii) it's not being impacted significantly (e.g. you’ll still report
OPEX by S&M, G&A, R&D even if you need to remap some of the chart of accounts underneath).
2. DON'T Sweat the detailed chart of accounts
Planning and reporting systems like Adaptive Insights are designed with the knowledge that the GL is a living system and that the level of
granularity an organization plans, reports and tracks actuals in the GL are not always 1:1 or static. As such, they are built to enable
mappings to be changed and new accounts to be added.
3. DON'T Waste time automating integrations
Obviously, it doesn't make sense to invest energy building and ironing out data integrations to systems that are being sunset or changing.
Instead, use flat file uploads to get started.
4. DO Build the underlying top-line and operational models
Teams tend to do a lot of operational modeling (top-line, headcount) that is quite strategic to the business to plan and model, but that can
be very disconnected from the GL. It's worth getting these thought through and built out in Adaptive Insights ahead of time with the
knowledge that they can be wired into the financial model later.

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5. DON'T Bother with too many historicals
Most companies will bring over one or two years of GL balances depending on time and money. Transaction details are often left behind
due to structural changes and conversion issues. Adaptive Insights can become the system of record for historical data, dramatically
reducing the amount of data needed to go into new ERP, reducing the cost / time of implementation on the ERP project.
6. DO Use as a mapping and audit tool
Most ERP upgrades and re-implementations will involve a new chart of accounts. When that happens, companies will have to convert or
map the old to new. While excel works for the mapping, housing it somewhere and then applying it to your data is best done on a
centralized platform where everyone can access it. This applies to both the results and the mapping itself which Adaptive Insights can
facilitate via attributes. This mapping also negates rework as the mapping table will be a critical part of the ERP implementation and will
need to happen anyways. Leveraging it will assist in keeping Adaptive Insights in sync with the ERP.
7. DO Use for reporting continuity
Because data from both the old and new ERP can be easily imported, mapped and manipulated, Adaptive Insights can provide both
accounting and finance a single reporting environment for pre & post data as well as for new vs old allocations.
8. DON'T Wait
Switching ERPs does not mean that the organization stops planning, or that the board and management don't need reports. The show
must go on. We’ve had customers, who initially waited on overhauling FP&A, come back later and say that they regretted the decision to
suffer through with Excel for another 1-2 years as the ERP project ran over. Don’t miss out on the ‘quick win.’

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DON'T wait on implementing FP&A. Adaptive Insights can
be used ‘standalone’ with manual imports, and integrated
later on. When we implemented both, we went live with
Adaptive Insights first to start our budget cycle.
Systems Finance Lead, Canadian Environmental Non-Profit

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Definitely DON’T wait - we were in the middle of a merger
with two ERPs needing to be combined into one. Adaptive
Insights proved brilliant at combining the data to report
actuals during the interim period.
FP&A Manager, Top 100 International Law Firm

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There is no reason to wait. You can always populate the
COA through other methods. Adaptive Insights is super
flexible and can adjust pretty easily to any design
changes you make later on.
Finance Director, Project Management Software Company

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DO set up the organizational level structure so that
reporting is meaningful. The ERP system can then mirror
the Adaptive Insights organizational structure.
FP&A Manager, +150K Member Dental Association

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To us, understanding the chart of accounts/org structure
was key. Once we had that down we were able to move
forward with Adaptive Insights even while still
implementing the ERP system.
Sr. Finance Manager, NYC Employment Non-Profit

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DO keep it simple - complexity makes the learning
process harder and longer for other users down the line.
DON’T concentrate too much on level access because it
can be modified later after you know reporting needs.
Financial Analyst, Multibillion-dollar US Clothing Brand

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DO have a roadmap for where you're headed with the
project. DON’T simply convert legacy reports to the new
ERP or Adaptive Insights but view it as an opportunity to
reshape how reporting and analysis is done.
CFO, US-based Steel Manufacturer

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Totally agree with DON’T bother with too many
historicals. The data from 3+ years ago should be
static and can be uploaded into an Adaptive Insights
sheet rather easily.
Sr. Financial Analyst, Auto Claims Software Developer

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DO be flexible and "Adaptive." Communication is
critical as changes in scope and design will happen
and if you are on top of the ERP implementation you
will be able to adjust your Adaptive Insights model to
accommodate the changes.
Sr. Systems Analyst, +50K Staff Medical/Research Group

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DO have a general idea for your ERP structure to
avoid excessive rework at a later stage. DON'T get
bogged down in the details – currencies, thousands
of accounts, etc. can all be added/modified later once
the basic structure has been established.
Sr. Financial Analyst, Renewable Energy Technology

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DO get input from end users and identify their needs
and potential uses.
Accounting Manager, National Music/Awards Association

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DO take advantage of Adaptive Insights’ structure
update function to automate account renaming and
reparenting. DO get a sandbox if making major model
reviews and transitioning ERP systems.
Sr. Manager, Top 25 CPA & Consulting Firm