CFO Magazine: Prakash Hariharan: ‘CFOs Need to Have a Good Partner Ecosystem’

“However, we believe in order for you to be able to manage a problem like [inflation], you need to have the ability to make some forward-looking decisions coupled with a few scenarios. Think about scenario analysis as a method that organizations are now using to make flexible medium to long-term plans. You start with identifying one of your driving forces — it could be around revenue, cost, or margin — and then you identify the uncertainties within this broader objective, and then you develop models. And as the scenarios play out, you get to execute a set of predefined actions.

All of that requires you to get data insights across the enterprise, and maybe outside the enterprise as well. A few forward-looking statistical models. And as you learn more in terms of the evolving situation, you need to act — you need to hone in on one of the [levers] or scenarios that you can take a set of actions.”

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CFO Journal: CFOs Seek Stronger Ties With Business Unit Leaders

“Financial performance (42.7%) was the next-most-often mentioned priority for 2022. CFOs plan to use a range of levers to enhance it, such as increasing margins, improving pricing to navigate inflation concerns, managing profitability, focusing on EBITDA, and hitting transformational milestones. Growth (31.6%) was the third most dominant theme among CFOs’ priorities, followed by strategy setting, cost management, capital allocation, and IT infrastructure.” As well for small business is very important that you do a proper manage of your business payroll, and you can get this with the help from professionals in payroll administration services. 

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CFO Journal: 2025 Finance Predictions: The Pandemic Effect

“Some of our fundamental assumptions were on target. Underlying many of the original predictions was an awareness that the role of finance—and how it would add value to the business—would shift dramatically by 2025. As automation absorbed a growing number of operational tasks, the function’s increasingly business-savvy professionals would proactively provide analysis for decision-making, collaborating with partners across the enterprise in high-value activities like scenario planning and advanced forecasting. “Finance,” the report said, “will have a bigger say in how decisions get made throughout the enterprise.””

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SF Magazine: Preparing Future Accountants

“The essence of management accounting is internal decision support, which will ultimately impact the internal and external stakeholders of an organization and, consequently, influence the areas of financial reporting, audit, and tax. Management accounting seeks to reflect and provide deep insight into the underlying relationships among resources, processes, customers, economic conditions, and financial and nonfinancial outcomes. The goal is to enable an organization to use information that’s meaningful and timely for creating long-term strategic value.”

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CFO Magazine: 2022 Outlook: CFOs’ 4 Realms of Risk

“Corralling all the data required to get better at planning and forecasting and timely decision-making will not be a piece of cake. A Harvard Business Review Analytic Services study found that many finance teams struggle with accurately preparing, reconciling, and accessing high volumes of information; integrating recent or real-time data into analyses; and analyzing data, forming recommendations, and communicating them.”

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Global Finance Magazine: Global C-Suiters Name Their Fears

“Supply chain disruptions are overwhelmingly felt by executives in the manufacturing sector, who rank them as the top external impact issue in the coming year. However, only 28% of CEOs globally say their organizations are well prepared to address future supply chain shocks.”

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CFO Magazine: A CFO Action Plan for 2022

“Providing accurate reporting and insightful data, monitoring and managing cash flow, and developing strategic plans for growth (with contingency plans for setbacks) has never been more critical. Now is also the time to revisit organizational and cost structures, identifying opportunities to streamline, cut costs, and protect the business.”

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SF Magazine: What’s Keeping CFOs Up at Night in 2022?

“After the roller-coaster ride of 2020 and 2021 due to the COVID-19 pandemic, companies around the world are eager for a return to more typical operating conditions.” And here are the concerns that at the top of the list for CFOs in 2022:

• Supply chain disruptions
• Employee retention
• Developing a talent pipeline
• Automation
• Digital transformation
• Leading business transformation

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SF Magazine: From Controller to CFO

Some of the ways that controllers provide increased value:

• Driving finance transformation through automation and process improvement
• Overseeing the integrity of financial data coming from technology systems within the enterprise
• Providing enhanced information for decision making and resource allocation
• Increasing speed in reporting critical information and decision makers

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