Sprint your way to a digital future

Featuring Dan Griffiths, CPA, CGMA, a partner with Tanner LLC in Salt Lake City


When you think about planning for digital transformation, one of the important things to do is to break the existing paradigm that a plan needs to include all of the detailed steps from today through the end of the transformation process. That might work in an environment that’s relatively static, but because we’re talking about transformation and because even the tools that you might use for that transformation could evolve and change during the transformation itself, it’s critical that you embrace an agile format to your planning. So that means establishing really clear long-range objectives.

It’s not possible to start today with a 24-month plan that details what we’re going to be doing in month 23. We have to start with maybe a 90-day look and a two-week sprint that’s highly detailed. And what we’re going to do at the end of that two-week sprint is quickly evaluate what’s worked, what we learned, and create another sprint for the next two weeks and continue down that process. Now we want to stay focused on the overall vision for the impact that we want to have, but doing a two-week check-in and breaking it up into an agile format makes it much more likely that we’ll hit the target that we’re after, instead of waiting until we get to month 14 in the plan realizing that, oh my goodness, all this work that we’ve done that has just been wasted. So embracing an agile development approach is really, really critical.


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This instructive white paper outlines common pitfalls in the preparation of the statement of cash flows, resources to minimize these risks, and four critical skills your staff will need as you approach necessary changes to the process.


Keeping you informed and prepared amid the COVID-19 crisis

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