Monthly Archives: November 2020
McKinsey: Solving the digital and analytics scale-up challenge in consumer goods
“In the early days of digital and analytics transformations, companies prioritized individual use cases, largely in the commercial functions, based on feasibility and impact. To support the highest-priority use cases, companies then established a set of broad-based enablers—for instance, a data lake, a technology stack, and a technical organization that housed all newer talent profiles, […]
CFO Journal: What’s on Your Transformation Risk Checklist? Part 1
In finance transformations, CFOs have a strong chance to effectively identify and manage existing risks: 1. Making the wrong transformation choices 2. Resource risks 3. Leadership commitment and continuity 4. Third-party or agency risks 5. Ineffective planning and alignment processes 6. Behavioral resistance to change 7. Black swan and other contextual risks Read More at […]
CFO Dive: Data analytics, RPA top list of 2021 digital priorities, survey finds
“CFOs should primarily focus on identifying the investments that will drive positive business outcomes and enhance employee performance within new hybrid working models, the researchers wrote. CFOs will also need to reassess how they measure business performance while also encouraging new business models that support digital growth.” Read More at CFO Dive >
McKinsey: How to become ‘tech forward’: A technology-transformation approach that works
“The current COVID-19 crisis, of course, is having a significant impact on how CIOs and businesses manage tech transformations. Despite the pressures it has added to costs, however, the urgency to get moving and transform has never been higher, according to many CIOs. But while the demands placed on the technology function have grown, so […]
CFO Journal: At Genpact Strategy Teams With Finance to Adapt to Market Shifts
“Pre-pandemic, there was a lot of customer interest in new ERP implementations and full-scale digital transformations. Now, with resources constrained by the crisis, our client conversations are more about services that layer on top of existing ERP and on outsourcing different pieces of finance that they don’t view as core to running their business. These […]
SF Magazine: Maximizing FP&A Assets
“While FP&A has been within the management accountant’s tool kit for decades, three recent trends have elevated the importance of FP&A skills: increased access to data, the availability of new business intelligence (BI) technologies, and the greater role of finance as a strategic partner.” Read More at SF Magazine >
SF Magazine: Strategic Life-Cycle Analysis: The Role of the CFO
“Any accounting-based control system, however useful at higher levels in the organization for ROI measurement, confronts a “crossover” problem at lower levels in the organization where process (not accounting) variables are the logical measurement tools to facilitate productivity gains. So, there is a need to have an in-house learning culture for the finance organization in […]
CFO Dive: Zero-based budgeting makes a comeback, but it’s different this time
“A ZBB-like review of expenses can lead to better analysis of the activities that support the customer,” Bryan Lapidus said. “This could be a huge value-add to the business by helping to assess profitability of products and services accurately, and be more meaningful than simply reading down the list of contracts in a general ledger.” […]
Robert Kugel on LinkedIn: Value-Based Planning Improves Corporate Performance
“Value-based planning, in my context, is an approach to corporate planning and budgeting that integrates operational planning and financial budgeting; a forward-looking exercise that incorporates “things” not just money. Things like headcount, kilowatt hours used, less-than-truckload shipments, invoices processed and so on. This is more effective because, for one, those responsible for a business unit […]