Finance directors may be listening closely to what Theresa May and other politicians are saying, but it’s hard to form any real sense of what Brexit means yet. Many FDs are having to take any public statements with a large pinch of salt.

But that’s not good for confidence- after all, it’s difficult for companies to plan properly, in terms of committing resources, when it’s impossible to tell how it’s all going to end up.

Many FDs can take solace from the knowledge that they’ve been through difficult times before – and learned what they needed to do to get through soft patches- such as in the early days of the financial crisis when confidence fell off a cliff.

But what seems apparent about Brexit is that finance chiefs aren’t clear whether it’s going to be permanent change or not, so scenario planning has to include many possible assumptions.

What is essential is that management teams need to apply as broad a set of assumptions as is reasonably possible – and not be hemmed in by group think.

Most research in this area reveals companies achieve this best through diversity of thought in leadership at all levels – when preparing for a VUCA (volatility, uncertainty, complexity, ambiguity) world – where Brexit features highly.

Finance directors must be part of a corporate mind set attuned to this idea.