Hi David, I've seen that many organizations start with a single finance model for the overall budget/forecast, eventually branching out with other models dedicated to specific planning processes such as sales, COGS, or HR. These new models will typically involve new sets of dimensions that aren't relevant to the rest of the general finance model, which I've found is also a good criterion for deciding when a new model is needed.
Regarding model design, I've found identifying specific gaps/enhancements a great way to kickstart design ideas. For example, are we trying to automate away a tedious sales-based bonus calculation, or are we trying to standardize how all our teams calculate benefits, or are we looking for an efficient way to track and forecast a mix of full-time/part-time/contract resources? A well-defined set of goals also guides the build process and ensures each step moves us in the right direction as we build out the dimensions, data sources, data pipelines, templates, and workflows.
Let me know if you have any specific challenges or new capabilities in mind. I'd be happy to share some design ideas on them.
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