CFO Magazine: Producing Management Reports Faster: Metric of the Month

“When managers get timely and accurate period-end reports, they have more time to make better decisions during the next period and to make any needed adjustments. An efficient and accurate process also means fewer work spikes at the end of the period and more time for activities that help drive the business forward. More broadly, an optimized period-end reporting process means that you’ve put in the work to make sure your team is well-organized and equipped with the right data and technology, which benefits not just this process but many others.”

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CFO Magazine: Five Lessons for CFOs As We Approach 2021

“Cutting expenses in a defensive and reactive posture can have unintended consequences. Instead, create “what if” scenarios now and plan allocations for each. If the time comes, you can respond with a thoroughly vetted plan.”

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CFO Journal: C-Suite Insights: Digital Growth Fuels CEO Optimism

““There is a consistent view across Deloitte’s client base that the pandemic has created significant new opportunities for their companies,” Ucuzoglu says. “Even in an environment where it’s challenging to find cash to invest, what we’re seeing is that clients are prioritizing investments in technology, software, and cloud migration. I’m optimistic around the potential for the real economy to experience a long period of tech-driven growth coming out of this.””

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CFO Journal: Future of Controllership: Data-Driven Strategy Partner

“The finance function is evolving, and with it the financial workforce. Digital transformation is sparking new ideas about how controllerships can operate and what value they can offer the business.”

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CFO Magazine: Metric of the Month: Time Allocation in Finance

“The consequences of not spending time wisely underscore the importance of working toward an appropriate balance that helps drive the business forward. It’s incumbent on companies — finance teams in particular — to have an honest look in the mirror and recognize their own inefficiencies in these areas. Working to address them, as many companies have done with transaction processing, leaves more time for investment in more value-added activities.”

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CFO Journal: What’s on Your Transformation Risk Checklist? Part 2

In finance transformations, CFOs have a strong chance to effectively identify and manage existing risks.

Here’s part two of the list:

5. Ineffective planning and alignment processes

6. Behavioral resistance to change

7. Black swan and other contextual risks

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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

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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.”

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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 order to make steady progress in dealing with company-specific performance measurement issues related to intangible assets.”

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