The Ledger
Curated content foranalytical business leaders
CFO Magazine: 7 Core Skills of Great CFOs
June 6, 2022
“We’ve identified seven skills that top CFOs need to master in today’s evolving business climate”:
- Solid Communicator
- Able to Analyze
- Technology Aficionado
- Risk Awareness
- Look Beyond Finance
- Strategist
- Alert to Social Issues
Accounting Today: FP&A is the MVP of Your Organization
June 3, 2022
“The budget increases are especially good news as FP&A and corporate performance responsibilities continue to grow. Additional resources are needed to help FP&A teams partner with business unit leaders to develop models that include strategic and operational objectives, what-if scenarios, business drivers and key performance indicators.
Yet, even with an expanded and more visible role, in year three of the pandemic, 91% of the survey respondents have automated less than 75% of their FP&A processes. This is problematic for a number of reasons, including the challenges of manually managing data inputs from other teams from human capital management to product development, sales and more.”
CFO Journal: Take Five: Steps to Building a Strategically Adaptive Enterprise
June 1, 2022
“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.”
Industry Week: Lost in a Merger, this Supply Chain Strategy Deserves a Comeback
May 31, 2022
“Bottom line, it is in an OEM’s best financial interests to provide its strategic suppliers with the same level of improvement support they would receive if they were internal factory departments. Under this approach, strategic suppliers would no longer just be given tactical performance goals and expected of their own accord to achieve them. Instead, OEMs would collaborate with and assist them—as needed—in their strategic continuous improvement efforts.”
