The Ledger
Curated content foranalytical business leaders
Tag Archives: CFO
CFO Magazine: 2023 Outlook: 4 Priorities CFOs Must Consider
December 20, 2022
“The next few years will see the current economic challenges take hold, while the increasingly unpredictable business landscape might trigger new ones. However, those CFOs that take action now and leverage rapidly evolving technologies to ensure that their processes and systems are robust, resilient, and agile will enable their organizations to thrive and gain a decisive competitive edge.”
CFO Magazine: Only 27% of Businesses Can Forecast at Scale With Data Analysis Tools
December 15, 2022
“Dependency on data, and the accuracy of that data, is pivotal for any organization. But in a recent research report from insightsoftware, less than a third (27%) of organizations said a majority of their users can forecast at scale using current data analysis tools. As dependency on data increases in all industries, low confidence around that data may result in less reliable business forecasts.”
CFO Dive: For CFOs Rethinking Growth, Profitability, Data is Key
December 14, 2022
“Upping investments in digital capabilities is one move CFOs could take that could potentially aid them in making the shift to a more balanced model. Many CFOs are already viewing digital investments as a key goal; an October study by the Everest Group found 70% of CFOs agreed implementing digital technologies that could improve efficiency, effectiveness and stakeholder experiences was now a top priority, for example.”
CFO Magazine: 58% of CFOs Said Cost Optimization Is Their Top Concern: Weekly Stat
December 8, 2022
“With workforce rationalization and liquidity also being major concerns for those surveyed (40% and 37%, respectively), the data shows finance executives are most concerned about rising costs heading into the new year.”
Forbes: How CFOs Can Invest For Long-Term Growth Amid Uncertainty
December 6, 2022
“The supply chain constraints presented opportunities for greater efficiency and resiliency. To this end, we have and are implementing both tactical and strategic initiatives to position Carrier to emerge stronger from this environment. This includes for example moving towards multiple sources of supply for critical components, moving some work to other locations globally, redesigning products using different components, automation, holding extra inventory, hedging of materials to provide more predictability in input costs for a period of time, etc. All of these options and alternatives are meant to reduce points of failure in our supply chain and require some form of analysis that our problem solvers and business partners in the finance function work on.”
CFO Insights: Are You Ready to Make the Switch to Lights Out Finance?
November 22, 2022
“Shifting from automated to autonomous allows the finance function to achieve an exponential level of efficiency, reduce costs, and become more agile—while digital technologies autonomously execute processes end to end. Human intervention is the exception, freeing up finance professionals to shift their efforts to higher-value strategic activities and to generating more significant insights for the business.”
CFO Dive: IMA CFO Says Scenario Planning is Constant ‘Balancing Act’
November 18, 2022
“Yet it is also important for CFOs to avoid inflation tunnel vision —“time-traveling” CFOs also have the advantage of being able to think about “what’s going on six months, a year, two years and five or 10 years into the future,” Porter said.”
Forbes: How CFOs Can Take The Initiative On Tech, Talent And Sustainability
November 16, 2022
“Digital transformation and the automation of finance and accounting processes are helping finance teams improve operational efficiency and auditability. We’re seeing more organizations investing in the automation of closing processes to eliminate bottlenecks, provide clearer insights into real-time data intelligence and make the audit process more efficient. CFOs and finance teams are really playing a critical role in driving this change and creating value through the ability to plan and forecast quickly. It has to start with structuring the budget and the financial flows processes in order to build out analytics and forecasting capabilities.”
CFO Dive: CFO FP&A Close-up: Modern Planning and Analysis
November 14, 2022
“The purpose of FP&A, at its core, is profitability. “You would be surprised how large companies can get and still not understand their profitability, and at the end of the day, this is the purpose of FP&A,” said Sheeran.”
