The Beyond Budgeting Round Table (BBRT) implementation conference in Houston this week offered a load of practical information, which I will share in the coming weeks. One of the key discussions related to the challenges of managing change.

On that note, I will leave you with some food for thought from my current book, in this first installation of “Future Ready Friday”:

Change is the problem, but we cannot deal with change by suppressing it or pretending it does not exist. The only way forward is to accept it and get good at dealing with it. ###

As I watched the National Football League (NFL) playoffs this weekend, I was amazed by the speed and aggression displayed on virtually every play. Quarterbacks must be lightning-quick at understanding formations, observing players’ movements, and making decisions. Most plays happen in less time than it takes for me to type this sentence.

It struck me that business leaders and managers often need to perform like NFL quarterbacks.

To prevent information overloads, players study game footage and formations to the point that their “data-analysis” actions become second nature. Even then, they are susceptible to the unexpected – such as a reverse or a direct snap to a running back. These plays use the defense’s own speed against them.

Yesterday’s New York Times features an article that explores how our soldiers’ minds can become saturated by too much information. more

Earlier this week, my family and friends reminded me that it was time for the annual celebration of my birth (for too many years to recount here).

Looking back, I can see how much the world has transformed — and the pace is clearly accelerating.

When I was in high school, my older brother, Ray, was thrilled to get a new electronic calculator. One calculator was all that most families could afford. In those days, learning to do math on a slide rule was a required part of higher-level math. (I would explain what slide rules are to younger readers, but no doubt you already looked it up on Wikipedia.)

In my third year with a public accounting firm, I was allowed to use a portable computer (from Compaq, one with a 9-inch screen). It was more like a piece of luggage. Since then, computers have grown exponentially quicker and smarter … and much smaller. Today, most laptops are smaller and lighter than an accounting textbook. more

I recently discussed the state of business with a group of colleagues. Someone I greatly respect asked a question – one that I think many other people are silently asking right now.

She asked if there was anybody who was really motivated to take a risk by trying to change or innovate. Her comment reflects the fact that many people seem to be hunkered down, as if they are waiting out a storm. If they have job, they are in their foxhole and afraid to look out. If they are out of work, they often feel beaten down from days of searching.

I tried to be encouraging, but I fear my words did little to help. As we embark on a New Year, you may be feeling the same way. more

On Monday, I posted a New Year’s entry with what I hope are soul-searching questions about your company’s key numbers. Specifically, I suggested that finance executives and managers should ask two questions:

Question 1: What are the key numbers that drive your future?

Question2: Are your numbers reported on a regular basis?

Today, I have two more questions I encourage you to ask to help ensure that your organization’s most important numbers exceed expectations in 2011: more