Anaplan

That complexity extends beyond fact that 500+ brands operate under the AB InBev umbrella. External drivers — inflation, in particular — make financial agility important. But agility was hard to come by using traditional FP&A tools. “Planning season was a nightmare for us,” recalls Darya Boldyreva, FP&A Director. “We spent countless hours reconciling and consolidating spreadsheets and fixing mistakes.” Nobre agrees, adding that massive data volumes and legacy tools added to the challenge.

Since we have implemented Anaplan at AB InBev, we have reduced the amount of time that it takes us to produce the same product that we used to have.

AB InBev began crafting an Anaplan solution in 2016, starting with one finance use case. The footprint has expanded consistently since then, and the company now has some two dozen Anaplan use cases touching finance, supply chain, sales and marketing, and HR planning.

The legendary luxury automaker JLR, house of Range Rover, Defender, Discovery, and Jaguar brands, is headquartered in Great Britain, but its operations span the globe . While this worldwide presence enables more people to experience the thrill and luxury of JLR’s vehicles, it creates a challenge for company leaders who must manage the business with a worldwide view while giving each region the flexibility to address its local business conditions.

Bolstered by its initial success, the company implemented Anaplan for sales and operations planning (S&OP), CO2 compliance, sales forecasting, revenue planning, and workforce planning. They then created additional Anaplan solutions to support pricing and promotions, a retailer scorecard, and fixed and variable marketing expenditures with marketing performance management. In all, JLR runs an Anaplan environment of more than a dozen models, and there is more to come.

split between planning and analysis is reversed; planners now spend 80% of time on strategic scenario analysis and decision support

In 2019 Rita Griebenow joined LinkedIn Corporation, and preparing files for sales territories was one of her first tasks. “Someone had spent hours building a territory model for our division in a spreadsheet — getting all the metrics and making sure the data was right,” Griebenow, now Sales Operations Manager, recalls. “Then four of us spent an entire Friday breaking that model into pieces to send each sales team their territories.”

hours saved in GTM operations (FY23) creates bandwidth to support sellers

collaboration and consistency across three business units reduces manual work

With Anaplan, Mediclinic Group’s finance team has transformed the way they engage with the company’s three business divisions. “If I can work together with my colleagues across all of the different departments, we can get a much better answer and solution,” de Villiers explains, and that collaboration is built into Mediclinic’s Anaplan environment. “People outside of finance now populate the models by adding their own financial data to Anaplan. There’s a lot less manual tasks, and a lot more integrity in the data. Working in this way, we have significantly reduced the time to define and compile an accurate budget.”

Every day, healthcare teams at the Mediclinic Group touch countless patients’ lives. With increased competition in the global healthcare sector and ongoing regulatory changes, Mediclinic — a diversified healthcare services group operating more than 130 hospitals, clinics, and other facilities in Southern Africa, the Middle East, and Switzerland — faces constant pressure to deliver maximum efficiency.