Expert Analysis of 2023 CFO Trends by Hajra Karrim
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Learn about the key trends shaping the financial landscape in 2023 from CFO Hajra Karrim, including cybersecurity, economic fluctuations, and the role of CFOs.
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long-term growth. The war in Europe and resulting global economic slowdown are forcing
firms in Asia Pacific to find new growth drivers and lead with purpose as uncertainty
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technology to their businesses.
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lead a company to achieve market dominance for a long time. But now micro revolutions occur
every 12-18 months, so companies must be in a continual state of transformation.
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3. Talent shortages will widen the divide between digital leaders and laggards, with laggards paying up to 20% more to attract scarce skills.
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significant environmental benefits. People around the world are working
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world where automobile accidents are almost nonexistent, and your car
becomes a living room or office on wheels. And a world where medical
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We asked Harvard Business Review Analytic Services to help us look at the pace of innovation
and how prepared business leaders are for this change. We also wanted to know what projects
mattered most and what industries were most receptive to and ready for change.
We were surprised by the strategy gap and encouraged by the optimism. Business leaders know
their industries are ripe for transformation, and in most cases are eager to bring the benefits of
technology to their businesses.
At Microsoft, we aim to partner with business leaders to find the digital difference they can make.
Partnering with companies of all sizes, we recognize that one big idea isn’t enough anymore.
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lead a company to achieve market dominance for a long time. But now micro revolutions occur
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We are moving into a time when rapid innovation and speed to market are more critical than ever.
This makes the partnership between humans and machines critical—when we combine people’s
ideas and creativity with advanced technology, we get digital leadership.
A business leader interviewed for the study said we need to transform “the engine of the
company.” To do this, leaders need to bring in tech and cultural changes that empower their
employees, engage customers in new ways, optimize operations, and transform products.
Rebuilding an organization around these areas creates a fully digital company that can change
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The financial volatility unleashed by the
pandemic has opened the doors of opportunity
for Banking and Financial Services (BFS)
companies. Technology-driven digital
transformation is expected to drive further shifts
in this new normal.
The industry will witness the adoption of
innovative technologies driven by emerging
trends. BFS organizations will increasingly
undertake digital transformation to broaden
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forge partnerships that drive disruptive growth
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This document discusses how the role of finance is evolving as businesses adopt new digital technologies. It argues that for finance to remain relevant, teams must embrace three principles: 1) Become digital leaders by modernizing outdated finance systems. 2) View data as the new currency and use analytics to provide insights. 3) Connect different parts of the business and drive an analytical culture. The document provides recommendations for how finance can act as a "co-pilot" to businesses by guiding digital transformation and strategic decision-making.
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This document summarizes a survey of over 400 global CEOs about digital transformation:
- Nearly two-fifths of CEOs have digital transformation as a top boardroom priority and nearly a quarter personally lead transformation programs.
- CEOs are confident that digital transformation can help strategic objectives like efficiency and customer service, but barriers include inflexible technology, skills gaps, and security concerns.
- Improving the digital customer experience is a key driver, and most CEOs rate their experience as good or excellent, though security is a top barrier.
- CEOs also see benefits of a good digital employee experience like cost savings and retention, and again rate their experience positively, but skills and insight gaps remain
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Social services CFOs are expanding their roles from back office functions to strategic leadership. To prepare for the future, CFOs must focus on identifying new sources of value, leverage data and technology, and develop new skills in their staff. Automation will allow 22% of finance tasks to be performed by technology currently, growing to 36% in three years. While defining ROI on digital investments is still a challenge, social services CFOs are making progress in areas like planning, budgeting, and data analytics compared to the private sector. CFOs must enhance analytical capabilities and adaptive capacity to provide real-time insights across operational, risk and other data.
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Social services and CFO must think proactively. From leveraging organizational assets and building infrastructure to partnerships with private enterprise, the future of finance is here.
Forrester 2018 predictions
The document discusses predictions for 2018. Some key points:
1. Customer experience initiatives will plateau or decline for most companies, with 30% seeing further quality declines costing them a point of growth.
2. 20% of CEOs will fail to act on digital transformation, putting their firms at risk.
3. Talent shortages will widen the divide between digital leaders and laggards, with laggards paying up to 20% more to attract scarce skills.
4. Intelligent agents will directly influence 10% of purchase decisions as they gain a richer understanding of individual preferences and behaviors.
Financial Services Technology Update 2016
The document discusses the role of the Chief Change Officer and key functions within organizational change initiatives. It summarizes the skills and roles needed to successfully manage change, including building target operating models, communicating change rationale, implementing change in phases, evaluating change progress, and responding to regulatory drivers of change. It also covers trends in financial services like data analytics skills, payment technologies, cybersecurity threats, and a shift towards permanent over contract hiring.
THE CHIEF DATA OFFICER
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L'indice de performance des ports à conteneurs de l'année 2023
Une évaluation comparable de la performance basée sur le temps d'escale des navires
L'objectif de l'ICPP est d'identifier les domaines d'amélioration qui peuvent en fin de compte bénéficier à toutes les parties concernées, des compagnies maritimes aux gouvernements nationaux en passant par les consommateurs. Il est conçu pour servir de point de référence aux principaux acteurs de l'économie mondiale, notamment les autorités et les opérateurs portuaires, les gouvernements nationaux, les organisations supranationales, les agences de développement, les divers intérêts maritimes et d'autres acteurs publics et privés du commerce, de la logistique et des services de la chaîne d'approvisionnement.
Le développement de l'ICPP repose sur le temps total passé par les porte-conteneurs dans les ports, de la manière expliquée dans les sections suivantes du rapport, et comme dans les itérations précédentes de l'ICPP. Cette quatrième itération utilise des données pour l'année civile complète 2023. Elle poursuit le changement introduit l'année dernière en n'incluant que les ports qui ont eu un minimum de 24 escales valides au cours de la période de 12 mois de l'étude. Le nombre de ports inclus dans l'ICPP 2023 est de 405.
Comme dans les éditions précédentes de l'ICPP, la production du classement fait appel à deux approches méthodologiques différentes : une approche administrative, ou technique, une méthodologie pragmatique reflétant les connaissances et le jugement des experts ; et une approche statistique, utilisant l'analyse factorielle (AF), ou plus précisément la factorisation matricielle. L'utilisation de ces deux approches vise à garantir que le classement des performances des ports à conteneurs reflète le plus fidèlement possible les performances réelles des ports, tout en étant statistiquement robuste.
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二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
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6:个人职称评审加20分
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→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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L'indice de performance des ports à conteneurs de l'année 2023
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Expert Analysis of 2023 CFO Trends by Hajra Karrim
- 1. 5 TRENDS FOR CFOS IN 2023: NAVIGATING THE FINANCIAL LANDSCAPE Hajra Karrim CFO
- 2. The Chief Financial Officer’s (CFO) role has advanced significantly over the past few decades. No longer just stewards of financial data, CFOs have become strategic partners in guiding their organizations toward success. They are the financial architects, guiding organizations through the complex network of fiscal challenges and opportunities. 2 The price offered is too expensive because people's purchasing power is reduced due to the pandemic www.medium.com/@hajrakarrimsa
- 3. Explore the top 5 trends suggested by Hajra Karrim that are shaping the role of CFOs in 2023: In 2023, digital transformation continues to be at the forefront of business strategies. CFOs are increasingly tasked with leveraging technology to drive financial insights and enhance decision-making processes. Artificial intelligence, data analytics, as well as machine learning are becoming essential tools for CFOs. DIGITAL TRANSFORMATION AND DATA ANALYTICS www.medium.com/@hajrakarrimsa
- 4. 7 SUSTAINABILITY AND ESG REPORTING Environmental, Social, and Governance (ESG) considerations are no longer optional for businesses; they are fundamental to long-term success. CFOs are increasingly involved in ESG reporting as investors, customers, and regulators demand greater transparency on these issues. CYBERSECURITY AND RISK MANAGEMENT With the rise of cyber threats, CFOs are assuming a more prominent role in cybersecurity and risk management. A cyberattack or data breach can have disturbing financial penalties, making it imperative for CFOs to work carefully with Chief Information Security Officers (CISOs) to protect their organizations. www.medium.com/@hajrakarrimsa
- 5. REMOTE WORK AND HYBRID MODELS The COVID-19 pandemic has everlastingly changed how we work, with remote and hybrid work models becoming the custom. CFOs are tasked with managing the financial aspects of these models, including technology investments, employee productivity, and the impact on real estate expenses. REGULATORY COMPLIANCE AND TAXATION The regulatory landscape constantly evolves, and CFOs must stay vigilant to ensure compliance with new regulations. Additionally, changes in tax laws can have a significant impact on a company’s financial performance. www.medium.com/@hajrakarrimsa
- 6. CONCLUSION As we step into 2023, CFOs face a dynamic and challenging financial landscape. Navigating the financial landscape in this era requires CFOs to be adaptable, data-savvy, and forward-thinking. As they embrace digital transformation, prioritize ESG considerations, fortify cybersecurity, anticipate economic fluctuations, and ensure regulatory compliance, CFOs play a central role in driving their organizations toward financial success and resilience in 2023 and beyond. www.medium.com/@hajrakarrimsa