Brian is Founder and Principal at Kalish Consulting. He is Former Executive Director – Global FP&A Practice at AFP. He has over 20 years of experience in Finance, FP&A, Treasury and Investor Relations. He previously held a number of treasury and finance positions with the FHLB, Washington Mutual/JP Morgan, NRUCFC, Fifth Third and Fannie Mae. He has spoken all over the world to audiences both large and small hosting FP&A Roundtable meetings in North America, Europe, Asia and soon South America. Brian attended Georgia Tech, in Atlanta, GA for his undergraduate studies in Business and the Pamplin College of Business at Virginia Tech for his graduate work. In 2014, Brian was awarded the Global Certified Corporate FP&A Professional designation.
With many corporate processes, technology is driving fundamental changes. In almost every industry, today’s souped-up business environment drives a concomitant need for heightened strategic input.
“Let’s change the way we do things” is arguably the least favorite directive we can hear. The reason? By definition, something has gone wrong. You never hear this from an American football player after winning the Super Bowl, the coach of a national soccer team after winning the World Cup, or a tennis player after winning Wimbledon. No, this is something the losers would say because they failed at reaching their goal.
A digital economy is a fast-changing one. As digitalized business models have connected all data from across companies’ value chains in real-time, business leaders are increasingly being called upon to make more decisions and make them more quickly in response to new information. In other words, they need to be able to dynamically plan “in the moment”—that is, develop instantaneous responses to business changes using up-to-the-minute data at a very granular level of detail.
In recent years, supply chains have become global, more complex and vulnerable to disruptions due to the fact that the world is changing. Furthermore, we see trends such as global changes in supply and demand, higher volatility in demand patterns and more focus on customer centricity. Because the world is changing and we are moving towards a “new normal” state, we need new perspectives on planning, supply chain management and risk.
The days of creating an annual plan and then reviewing that plan 12 months later, as the new annual planning season begins, are over. In 2018, the rate and magnitude of change continues to increase, and the premium on being able to make better, faster, smarter decisions continues to rise. Over the course of 12 months, there may have been major upheavals in your industry, in the economy, or in technology. If you haven’t thought about making adjustments to the changes in your world in real time, you may have missed major opportunities or warning signs.