The Ledger

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Tag Archives: business finance

CFO Insights: Why CFOs are Moving Toward a More Dynamic Finance Function

“Embedding the finance function with enough speed, strength, and flexibility to adapt—despite what uncertainty may arise—can turn a traditional support function into a competitive advantage. A streamlined, adaptable finance function can enable an enterprise to capitalize on disruption-generated opportunities, helping the business advance its goals while rivals are still struggling to react.”

Read More at Deloitte >

SF Magazine: The Case for BPM

“For a single-source system to function and report timely and accurately, data structures between individual autonomous product lines and business segments must agree. This often requires the people in control of these segments to conform their thinking and find commonality toward the shared enterprise goals. Real-time financial reporting—flexible, manipulable, and drillable to any level—is entirely contingent on the commonality of the financial hierarchies that support it.”

Read More at SF Magazine >

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.”

Read More at SF Magazine >

FP&A Trends: FP&A Needs to Be More Prominent at the Executive Table than Ever

“Planning is an absolute business imperative, and organisations are striving to be more intelligent and agile in the world, where black swan events are becoming a new normal.

In order to achieve that, we need to get into a state where people and plans are completely aligned, but so far, people are planning in silos with spreadsheets and disconnected tools.”

Read More at FP&A Trends >

CFO Journal: Improve Working Capital Without Renegotiating Terms

“Working capital process challenges can range from ineffective communications between sales systems and ERPs to inadequate technology training. For example, if the descriptions of products in a company’s sales platform do not align to the back-end billing system, manual intervention will be required to correctly reflect on the invoice what was sold on the purchase order, introducing both delays and the possibility of errors. Meanwhile, ineffective tech training for employees using systems that feed data into reports and dashboards can lead some employees to create workarounds and manual processes that introduce inefficiencies, errors, and—ultimately—inaccurate metrics.”

Read More at The Wall Street Journal >

CFO Journal: How CFOs Can Drive More Value Through IT

“In the not-so-distant past, finance leaders typically played a limited role in IT, periodically huddling with CIOs to scrutinize the figures in proposed initiatives or budgets. The discussion has now expanded into an ongoing conversation about how best to leverage tech spending to support the company’s strategic goals. That changing dynamic mirrors the critical role technology now plays in the enterprise, driving value and sharpening competitive advantage.”

Read More at The Wall Street Journal >

CFO Magazine: A 10-Step Playbook for New PE-Backed CFOs

“In addition, 91% of sponsors said their PE-backed CFOs weren’t meeting their “manage the business” expectations. Managing the business is defined as turning clean data into analysis and then into insights to make informed business decisions. It’s a tough task, no doubt, but it’s still very much foundational to the CFO role.”

Read More at CFO Magazine >

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.”

Read More at The Wall Street Journal >

McKinsey & Company: Solving the Paradox of Growth and Profitability in E-Commerce

“Retailers that overemphasize e-commerce revenues could actually be damaging their prospects. Indeed, digital growth is not enough; only profitable digital growth will create value.”

Read More at McKinsey & Company >