There can be no doubt the Covid 19 pandemic has led to unprecedented change for most businesses. Revenue levels have plunged for some firms while others are experiencing unexpected increases in new customers and unforecasted demand levels. Supply Chains have been disrupted. Optimising employee productivity and satisfaction have become more art than science. Short-term cash availability and longer term capital requirements are highly uncertain. Even the most confident experts are reluctant to make a call on the economic climate we are likely to experience a year from now or even six months from now.
Success in this uncharted New World requires business owners to make effective decisions to address today’s challenges and to establish a strong market position in an uncertain future. We call this future proofing your business. The path forward will be unique for every enterprise. For most businesses, the contribution of an integrated senior financial leader may be the critical success factor in making the best decisions for steering the business towards a successful future.
Most small to medium size organisations will be best served by incorporating their own foresight into targeted, most probable future scenarios developed by highly engaged stakeholders directly linked to the success of the business.
Owner operators will particularly benefit by injecting their full time or part time CFO into idea generation and implementation planning to future proof their business using the following four-step process.
Developing Most Probable Future Scenarios
The insight of the CEO, alongside other leaders within the business, will be essential to develop and select three or four most likely market scenarios. Important dimensions for assessing your business’s future would include: revenue outlook, new revenue sources, changes in access to customers or preferences of customers, competitive forces, regulatory factors and assessment of staff effectiveness. Identifying these factors specific to your business and your industry should be considered in conjunction with the team’s projections of potential future operating environments.
Involving a holistic professional with the ability to stretch the team’s future thinking to include the full spectrum of potential obstacles often leads to more robust future scenarios. Team members should expect the organisation’s financial leader to embrace the uncertainties inherent in guessing at potential futures while also expecting them to act as a catalyst to describe the leading scenarios with sufficient clarity to facilitate resiliency testing and implementation planning.
Leveraging Emerging Technology
The pace of change over the past five to ten years combined with the recent accelerated societal and economic changes linked to the pandemic, forces all business to adapt and respond more quickly and more intensively than ever before. Adapting and responding effectively requires timely and appropriate application of emerging technology solutions to uncover new connections to customers and to unlock methods to streamline and enhance business processes.
A few of the more pervasive and perhaps highest potential technology trends destined to shape the future are Artificial Intelligence, Blockchain Technology and Internet of Things. Finance leaders bring essential analytical skills, as well as opportunity and risk assessment expertise. These attributes will help the business select the most advantageous solutions and deploy these applications to deliver favourable returns.
Stress Testing Scenarios and Strategies
Once the business has collaboratively generated their high probability future scenarios and articulated corresponding strategies to maximize results; a critical need emerges for disciplined evaluation to ensure the selected paths forward can stand up to expected obstacles and deviations.
The CFO’s involvement in scenario testing is likely to be most accepted and welcomed by the business owner and the future-proofing team. A New World CFO is one that passionately embraces uncertainties and optimism while maintaining their proven ability to rigorously apply a check and balance approach to the team’s chosen future scenarios and strategies.
Commitment to Highest Impact Initiatives
The hardest decision for many organisations undertaking future proofing activities during today’s tumultuous environment will be to commit the necessary financial and human resources to those chosen few initiatives expected to best position the business over the next six months to five years.
Creating the internal and external confidence to take action now often hinges on the development of concise, compelling business cases to define the initiative, its costs and expected profits. The involvement of your financial leader in the entire future proofing process will significantly enhance the quality and effectiveness of these strategic business cases. In situations where the organization is seeking external financing or participation from partnering organisations; the voice of an informed, engaged, credible CFO will be a significant factor in securing the desired external support.
Business owners and their management teams have the responsibility to navigate the firm through today’s urgent challenges and opportunities. They also bear the greater responsibility to establish direction and take action to prepare the organisation to succeed for many years ahead. A New World CFO welcomes this responsibility and possesses the knowledge and dedication needed to deliver results today and in the future.
Written by David King – The CFO Centre, Eastern Australia & New Zealand