The Tipping Point. Series 1: Why Companies Talk to Us About EPM for the First Time

Series Introduction

I’m relatively new to the EPM industry, having previously worked in Pharma.

When I first started, I reached out to our team, customers, and partners to better understand a simple question. 

Why do companies start looking at EPM?

Looking back through my notes, a few themes stood out.

Usually, there is a trigger, a moment when the way a company has been planning, forecasting, and reporting starts to feel stretched. Growth may have outpaced spreadsheets. Reporting expectations may have increased. Finance teams may be spending too much time producing the numbers, and not enough time helping the business understand what they mean.

That’s the tipping point.

For other companies, EPM is the next logical step in their growth and maturity. They may not be facing an immediate crisis, but they can see that better planning, stronger governance, and more connected reporting will become increasingly important as the business evolves.

And for some, the conversation starts with simple curiosity. They have heard about EPM, AI, predictive forecasting, or connected planning, and want to understand what it could mean for them.

This series explores when companies first start engaging with EPM, what usually prompts those conversations, and when it might be the right time to reach out and talk to us.

Raelena Quaine

Astute Dimension

In the next post, I’ll explore the most common triggers that push companies past that tipping point.

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