The Ledger

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Tag Archives: strategic finance

CFO Magazine: 4 CFO Strategies for Success in Uncertain Times

“We can’t know for sure what this year will bring, but if the last few years have taught us anything, it’s the importance of remaining nimble. As the economy evolves and macro-events of epic proportions spin up around us, your ability to pivot quickly is what will separate you from others. Modern technology, a data-first strategy, bottom-up budgeting, and continuous planning with all stakeholders are important tools for success.”

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CFO Magazine: 4 Strategic Priorities for the Modern CFO

“That means finding the right combination of platforms, processes, and people that can be enhanced by digital solutions. Actions, therefore, need to be taken in concert: automation for collections and invoice processing; a modernized enterprise resource platform (ERP) and general ledger platform to help employees leverage information faster; data analytics to improve decision-making; and real-time operational insights through tools used in the field, as well as the back office.”

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CFO Magazine: 3 CFO Trends to Watch in 2023

“Businesses are preparing to face these headwinds by strengthening systems and pursuing the flexibility created by digital transformation.”

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CFO Journal: How Companies Can Build Value in a Downturn

“Improve enterprise resilience through assessment of existing capacity to sense and respond to changing market conditions. Considerations for scenario planning might include consumer sentiment and spend, demand sensing, and supply chain planning.”

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SF Magazine: CFOs Prepare for 2023

“All industries continue to grapple with global economic and societal upheaval, from the war in Ukraine and social unrest worldwide to rising interest rates and growing debt burdens. Finance leaders are tasked with gauging the potential impacts on their particular organization and industry. This unprecedented combination of factors leading to uncertainty and unpredictability is challenging CFOs to respond to massive disruptions and volatility and plan for various possible scenarios. Finance leaders will continue to apply data analytics and FP&A insights to guide their companies to invest for the long term while evaluating and reacting appropriately to short-term risks and setbacks. The best CFOs help their organization’s finance function to lead the way through choppy waters, overcoming challenges to achieve stability and sustainable success.”

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Forbes: How CFOs Can Invest For Long-Term Growth Amid Uncertainty

“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.”

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CFO Dive: IMA CFO Says Scenario Planning is Constant ‘Balancing Act’

“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.”

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CFO Magazine: 6 Stakeholders Who Support the CFO to Take ESG Beyond Compliance

“With all these stakeholders taking such a keen interest in ESG, there is a strong case for CFOs to take a strategic view of ESG compliance and reporting, whether it is compulsory or not. The forward-looking CFO doesn’t think ESG is just another compliance burden. They realize that finance is looking at an opportunity to gain and secure business while accruing other benefits and savings that go way beyond regulatory success.”

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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.”

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