The world moves faster and the economy has become less predictable. In such an environment, companies are realizing that the traditional fiscal year-end forecast has become less useful. Only seeing through to the end of the year leaves the company exposed to threats, such as price changes, volatile stock markets, regulatory changes and currency fluctuations. For FP&A, an annual forecast provides no means of adding substantive value to the conversation taking place at the strategic level of the organization. In contrast, a rolling forecast allows FP&A professionals to play a leading role in strategic discussions and communications by providing management with a range of possibilities that are dependent on market conditions or the actions of competitors. Mitch Max joins a panel of experts to discuss techniques to meet success and avoid pitfalls in implementing a rolling forecast.