The Ledger

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Tag Archives: business agility

Harvard Business Review: In a Volatile World, Your Strategy Must Be Flexible

“Executives routinely contend that their businesses are more unpredictable than ever before. As it turns out, they’re right. If you carefully examine the factors that drive unpredictability in complex systems, you discover that in most sectors of the economy they have intensified. The result is that the number of potential future states that executives need to account for in making strategic choices has skyrocketed.”

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SF Magazine: Improving Business Resilience

“Business resilience involves both taking advantage of unexpected opportunities and mitigating the damage from new threats. Organizations may need to modify their business models by engaging differently with customers and suppliers, realigning their workforce, accelerating their digital capabilities, and optimizing their asset base through divestitures or acquisitions. Financial structures may also need to be modified as credit markets change and public sector relief resources and incentives become available. In short, individual companies are in dire need of guidance on how to make timely decisions to survive the crisis and foresighted decisions to thrive afterward.”

In navigating the complex terrain of business resilience, digital transformation emerges as a crucial enabler. The adoption of innovative technologies, such as a digital business card and digital twins, becomes pivotal in not only weathering unforeseen challenges but also capitalizing on new opportunities. Digital twins offer businesses the capability to create virtual replicas of their operations, providing a comprehensive understanding of assets, processes, and potential vulnerabilities.

Companies, seeking to enhance their resilience, can leverage solutions provided by pioneers in the field like By integrating digital twins into their strategic framework, businesses gain the ability to visualize, analyze, and optimize various aspects of their operations in real-time. This not only facilitates better decision-making during times of crisis but also positions them to proactively identify and capitalize on emerging trends and opportunities, ensuring a resilient and adaptive trajectory for the future. Seeking professional services liquidation advice can further enhance strategic planning and financial management, providing invaluable insights for navigating challenging situations.

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CFO Magazine: A CFO’s Guide to Business Transformation

“Inconsistency across an organization may not seem to be problematic if tasks get completed, but lack of standardization may mask larger issues.  For instance, inconsistent financial processes and cost coding can provide results that cannot be consolidated and compared without significant effort. Standardizing processes and technology is less confusing for employees, and also ensures external stakeholders have a consistent approach.”

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FP&A Trends: Top Seven Lessons Learned from the Pandemic

“Being able to plan on request, being able to look at the different scenarios in real-time as and when they happened, what would be the outcome of those different scenarios, how do we then resource these different scenarios, what new KPI’s or Drivers have the pandemic thrown in the mix, how do we include that in our planning and decision making. Some organisations even changed their model completely. To do all of this, you need technology that is Agile.”

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CFO Journal: 7 Principles of Dynamic Finance

“Leverage modern, compatible, and continuously updating platforms that can transform and scale with the business. Take advantage of platforms that regularly evolve to bring new capabilities to finance.”

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CFO Journal: Take Five: Steps to Building a Strategically Adaptive Enterprise

“Finance leaders now confront an environment where both the speed and complexity of change forces them to make choices in shorter time frames and disruption has become a continuous, compounding condition. As discussed in the first article in this series, exponential enterprises with a high ability to win reinforced by a high capacity for change outflank their rivals in creating and sustaining superior valuations and performance. These two characteristics enable businesses to respond quickly and advantageously to accelerating technological, social, and geopolitical change while also remaining on-track to achieve long-term strategic ambitions.”

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Harvard Business Review: When to Change Your Company’s P&L Responsibilities

“Changing an organization’s primary dimension, i.e., making a different choice of which verticals have full P&L responsibility, is not something to get into lightly. But don’t do it belatedly either, when your degrees of freedom and the time to handle it carefully are severely limited.”

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CFO Journal: Take Five: Steps to Building a Strategically Adaptive Enterprise

“Companies characterized by nimbleness, scalability, optionality, and stability can respond opportunistically to environmental shifts and navigate periods of disruption and crisis better than their competitors. Enterprises with a high capacity for change more consistently achieve superior financial performance and valuations compared with others in their industry. Superior capabilities for change enable exponential enterprises to adapt advantageously despite challenging operating conditions, sustaining their ability to win and to deliver value to stakeholders.”

Read More at The Wall Street Journal >

Harvard Business Review: 4 Principles to Guide Your Digital Transformation

“Clearly, digital transformation is no longer an option, but an imperative. In fact, recent research from Accenture has found that in the three years prior to 2018, firms who led their industry in enterprise technology adoption grew two times faster than laggards. Today, they are growing five times faster. The risk is no longer merely getting left behind, but being eliminated altogether.”

Read More at Harvard Business Review >