Many organizations are discovering the value of fast, light touch rolling forecasts. But how these forecasting processes are designed and implemented is key to their success. If they are interpreted by managers’ as just another control system to be submitted to head office at the end of every month or quarter then they will be seen as another reporting burden and only spurious data will result. But if they are seen as something that really improves the management process then there is a real opportunity for improvement based on quality data. This paper looks at how adaptive organizations are using rolling forecasts as an integral part of their management processes to improve visibility and respond more rapidly to changing events.