In an increasingly volatile, uncertain, complex, and ambiguous (VUCA) environment, predictable planning cycles have been replaced by opaque future prospects. These developments put a strain on financial planning and the associated decision-making process. Driver-based planning and forecasting offers an analytical and scenario-based approach for dynamically steering the business. However, identifying and selecting the underlying value drivers remains a challenge in practice. Based on a case study of Swarovski, a leading manufacturer of crystal glass and jewelry, this article discusses key challenges and success factors in selecting value drivers and proposes a structured value driver selection process.