Tune in to this month’s episode of The Business of Defense to hear Rich Brady and Dan Saaty as they discuss the decision-making loop and how Saaty and his brother built the company on their father’s decision-making theory.

The government shutdown is “a perfect example of where fragmented planning breaks down,” offered Dan Saaty. In a shutdown scenario, the federal spending plan literally falls off a cliff because far-flung priorities and needs immediately start to change if there’s not a continuing resolution.

The fretful scenario shows why agencies need to adopt a continuous planning framework that relies on automation to let the government keep adjusting its assumptions based on an everchanging set of facts and data, said the co-founder and chief strategy officer of Decision Lens.

Using such a framework, “I can build scenarios before the end of the fiscal year and then I can build scenarios after the end of the fiscal year that let me take into account what-ifs,” Saaty said during the Society of Defense Management’s The Business of Defense podcast on Federal News Network. “What if time changes? What if our budgets change? What if our priorities change? All of that can be done in a visual dynamic planning solution.”

Continue reading to learn more about how Decision Lens was built out of a family’s mathematical legacy.