Scenario Planning: Critical for Today's FP&A Professionals | Ep. 5

Emma

Hey everyone, welcome back to FP&A Done Right! I'm Emma, and as always, I'm here with Ethan. Today, we're diving deep into scenario planning—one of those topics that sounds a little intimidating, but honestly, it's like the ultimate strategy playbook for finance teams.

Unknown Speaker

Yeah, totally. I mean, scenario planning is all about helping you navigate uncertainty. You know, you can't predict the future, but you can be ready for whatever comes your way. It's like, instead of just having one plan and hoping for the best, you're building out a bunch of different plans for all these possible futures.

Emma

Exactly! And I think that's where a lot of traditional planning falls short, right? You make this one static forecast, and then—boom—something major happens, and suddenly that plan is basically useless. Scenario planning is about going beyond that. You're thinking about best case, worst case, and everything in between, and, most importantly, how you’d actually respond in each situation.

Unknown Speaker

Right, and I’ve seen this firsthand. There was this company I worked with a few years back—they had this super detailed annual plan, but then the market shifted overnight. They were totally blindsided. No backup plan, no playbook, just scrambling. That’s when it really hit me how important scenario planning is. If they’d mapped out a few “what ifs,” they could’ve pivoted way faster.

Emma

Yeah, and it’s not just us saying this. There’s data showing a lot of finance execs admit their planning processes just aren’t set up for rapid change—whether it’s the economy, global events, whatever. So, scenario planning isn’t just a nice-to-have, it’s kind of essential now.

Unknown Speaker

So, let’s talk about the big benefits. First up: agility. Scenario planning makes you, like, really agile. And I think we can both agree, agility is absolutely essential in business today. The world’s changing so fast, and it’s only getting faster with tech and everything else.

Emma

Yeah, it’s about being able to pivot quickly, not just reacting after the fact. And there’s actually evidence for this—companies that did scenario planning before the 2008 financial crisis weathered it better. They didn’t predict the crisis, but they’d already modeled what would happen if demand dropped, so they had contingency plans ready to go. That made all the difference.

Unknown Speaker

That’s such a good point. It’s not about seeing the future, it’s about being ready for different possibilities. And then there’s risk reduction. By thinking through a bunch of scenarios, you’re already considering the risks and starting to mitigate them. I saw a survey—almost half of CFOs believe scenario planning actually helps reduce risk for the whole organization.

Emma

Yeah, and it’s not just about avoiding specific disruptions, like trying to guess the next crisis. It’s about building scenarios around the impact. Like, what if your supply chain gets messed up? You don’t know exactly how, but you can model the impact of cost increases or delays, and then you’ve got plans in place for those situations. It’s about preparation, not prediction.

Unknown Speaker

And that leads to better decision making, right? When you’ve got a clear picture of the best case, worst case, and everything in between, you can make smarter decisions—both strategic and tactical. Plus, it builds resilience. You’re forced to think about what really drives your business, and you get input from different departments. It’s like a whole company exercise in being adaptable.

Emma

Alright, so let’s get practical. How do you actually do scenario planning the right way? First, you’ve gotta align with the top brass—figure out the top two or three priorities for the organization. Growth, profit margins, cash flow, whatever it is. Talk to the exec team, other departments, and make sure your scenarios address those big goals. It’s definitely a team effort.

Unknown Speaker

Yeah, and then you need to identify the key business drivers. What are the factors that really impact whether you hit those goals? And you’ve gotta know which levers you can pull in the short term versus the long term. Plus, don’t just look inside your own four walls—bring in external data, like industry reports, competitor analysis, economic forecasts. That gives you a much more complete picture.

Emma

Exactly. And then, decide how often you revisit your scenarios. Some things change fast, so maybe you review weekly. Others are more stable, so monthly or quarterly is fine. The key is to stay flexible and responsive. There’s also this phased approach I like: vision, recognition, and response. First, brainstorm possible futures and key assumptions. Then, use your data to figure out which scenarios are becoming more or less likely. Finally, develop your action plans for each scenario. That’s what gives you real agility.

Unknown Speaker

And let’s talk tools. There’s some great FP&A software out there—like Workday Adaptive Planning—that makes scenario planning way easier. You can create and compare different versions of your plan, run what-if simulations, and see the impact instantly. It takes a lot of the manual work out of the process.

Emma

But here’s my tip: don’t get carried away with too many scenarios. It’s easy to go overboard, but you’ve gotta stay focused on the scenarios that address your core business uncertainties. Quality over quantity, always. Ask yourself, what if there’s a major business interruption? What if competition heats up? What if customer demand drops? Those are the questions that really matter.