This white paper introduces Armanino’s CFO Evolution thought leadership research. It defines a framework for consideration by CFOs and the key people within their organization as they think critically about their organization’s challenges and goals.
Who is increasingly instrumental in helping CEOs and Boards make high-impact decisions – the choices and trade-offs that build or destroy enterprise value? CFOs.
Based on input from more than 1,900 CFOs and senior Finance leaders worldwide, the IBM Global CFO Study indicates that the demands on CFOs are rising and extend well beyond traditional financial control and supervision.
But in a constantly changing environment, how can CFOs provide their enterprises with a competitive edge? How can they help the business make not just faster but smarter decisions?
In the 2010 study, one group of Finance organizations – called Value Integrators – consistently outperforms their peers. They are not only more effective, but their enterprises also perform better financially.
Their secret? Driving a combination of two key capabilities – Finance efficiency and business insight – across their organizations. Although study results show that each capability provides important benefits, the highest performers excel at both.
Read the study to learn more about this multiplier effect and how to create it within your own organization.
Charles Bayless held several leadership roles in North America and globally. His roles included leading Capgemini's alliances and technologies business in North America, managing key accounts such as Ernst & Young, and leading sectors like consumer products & retail. In these roles, he worked to consolidate activities, establish performance metrics, rationalize investments, and increase coordination & results. Through his efforts, annual bookings, revenues, and profits improved significantly.
Excellence through talent management eyad ramlawiEyad Ramlawi
This document discusses excellence through talent management. It begins by outlining four stages of excellence from firefighting to competitive advantage through operations. It emphasizes that success relies on people, culture, processes and rewards. The document then notes challenges in talent management, including a growing gap between demand and supply of talent as experienced workers retire. It defines mentoring as a voluntary relationship where experienced employees accelerate learning for less experienced employees. The document suggests CFOs can be good mentors and talent managers due to their strategic exposure and insights. It outlines Alturki's value creation strategy and capital allocation model, which focus on shareholders returns, portfolio growth, talent efficiency and capital efficiency.
This document appears to be an introduction to a term paper on the behavioral aspects of accounting. It discusses how accounting is fundamentally concerned with managerial action in human organizations. It argues that accounting procedures should be designed to influence positive behavioral changes. The document examines why the behavioral dimension is important to consider for accounting. It notes that accounting information is meant to assist decision making and motivate performance, so human factors are crucial. The accounting function both shapes and is shaped by individual and group behaviors within organizational structures.
This document discusses the career opportunities and qualifications for becoming a Certified Public Accountant (CPA). It notes that demand for CPAs has increased due to factors like renewed focus on business ethics, globalization, and new technology. CPAs work in diverse roles beyond traditional accounting, including auditing, tax planning, IT services, and forensic accounting. The path to becoming a CPA involves obtaining a bachelor's degree, completing additional accounting credits, passing the Uniform CPA Exam, and gaining work experience. Earning a CPA license enhances career prospects and earning potential across various sectors of business.
This document discusses opportunities to reform risk governance and corporate governance in four key areas:
1. Improving management's control and supervision of business lines.
2. Giving boards better perspective to oversee strategy, management, and risks.
3. Enhancing regulators' oversight of risk management practices.
4. Creating efficient processes to leverage finance, risk, compliance, and audit functions.
The document recommends augmenting organizational structures to promote senior management awareness of risks, establish clear communication lines, and provide oversight while respecting independent risk functions. This includes a Senior Risk Committee and aggregating business segment reporting to give boards a comprehensive view of risks.
This document discusses various factors related to corporate governance and financial reporting. It includes summaries of several reports on corporate governance issues:
1. It outlines factors that can undermine confidence in financial reporting such as loose accounting standards, lack of oversight of directors, and competitive pressures.
2. It summarizes key recommendations from reports such as Cadbury (1992), Greenbury (1995), Higgs (1998), Turnbull (1999), and Smith (2003) regarding issues like separating the CEO and chairman roles, increasing independent directors, overseeing executive pay, and strengthening auditing practices.
3. It proposes a group assignment discussing which recommendations from these reports have been implemented in students' home countries and which have not and why
In November 2008, CFO Research conducted a
survey among mid-size companies in the United
States on the actions that senior fi nance executives
are taking to ensure adequate capitalization to support
their companies’ growth over the next year.
We collected 129 responses from qualifi ed senior
fi nance executives.
Who is increasingly instrumental in helping CEOs and Boards make high-impact decisions – the choices and trade-offs that build or destroy enterprise value? CFOs.
Based on input from more than 1,900 CFOs and senior Finance leaders worldwide, the IBM Global CFO Study indicates that the demands on CFOs are rising and extend well beyond traditional financial control and supervision.
But in a constantly changing environment, how can CFOs provide their enterprises with a competitive edge? How can they help the business make not just faster but smarter decisions?
In the 2010 study, one group of Finance organizations – called Value Integrators – consistently outperforms their peers. They are not only more effective, but their enterprises also perform better financially.
Their secret? Driving a combination of two key capabilities – Finance efficiency and business insight – across their organizations. Although study results show that each capability provides important benefits, the highest performers excel at both.
Read the study to learn more about this multiplier effect and how to create it within your own organization.
Charles Bayless held several leadership roles in North America and globally. His roles included leading Capgemini's alliances and technologies business in North America, managing key accounts such as Ernst & Young, and leading sectors like consumer products & retail. In these roles, he worked to consolidate activities, establish performance metrics, rationalize investments, and increase coordination & results. Through his efforts, annual bookings, revenues, and profits improved significantly.
Excellence through talent management eyad ramlawiEyad Ramlawi
This document discusses excellence through talent management. It begins by outlining four stages of excellence from firefighting to competitive advantage through operations. It emphasizes that success relies on people, culture, processes and rewards. The document then notes challenges in talent management, including a growing gap between demand and supply of talent as experienced workers retire. It defines mentoring as a voluntary relationship where experienced employees accelerate learning for less experienced employees. The document suggests CFOs can be good mentors and talent managers due to their strategic exposure and insights. It outlines Alturki's value creation strategy and capital allocation model, which focus on shareholders returns, portfolio growth, talent efficiency and capital efficiency.
This document appears to be an introduction to a term paper on the behavioral aspects of accounting. It discusses how accounting is fundamentally concerned with managerial action in human organizations. It argues that accounting procedures should be designed to influence positive behavioral changes. The document examines why the behavioral dimension is important to consider for accounting. It notes that accounting information is meant to assist decision making and motivate performance, so human factors are crucial. The accounting function both shapes and is shaped by individual and group behaviors within organizational structures.
This document discusses the career opportunities and qualifications for becoming a Certified Public Accountant (CPA). It notes that demand for CPAs has increased due to factors like renewed focus on business ethics, globalization, and new technology. CPAs work in diverse roles beyond traditional accounting, including auditing, tax planning, IT services, and forensic accounting. The path to becoming a CPA involves obtaining a bachelor's degree, completing additional accounting credits, passing the Uniform CPA Exam, and gaining work experience. Earning a CPA license enhances career prospects and earning potential across various sectors of business.
This document discusses opportunities to reform risk governance and corporate governance in four key areas:
1. Improving management's control and supervision of business lines.
2. Giving boards better perspective to oversee strategy, management, and risks.
3. Enhancing regulators' oversight of risk management practices.
4. Creating efficient processes to leverage finance, risk, compliance, and audit functions.
The document recommends augmenting organizational structures to promote senior management awareness of risks, establish clear communication lines, and provide oversight while respecting independent risk functions. This includes a Senior Risk Committee and aggregating business segment reporting to give boards a comprehensive view of risks.
This document discusses various factors related to corporate governance and financial reporting. It includes summaries of several reports on corporate governance issues:
1. It outlines factors that can undermine confidence in financial reporting such as loose accounting standards, lack of oversight of directors, and competitive pressures.
2. It summarizes key recommendations from reports such as Cadbury (1992), Greenbury (1995), Higgs (1998), Turnbull (1999), and Smith (2003) regarding issues like separating the CEO and chairman roles, increasing independent directors, overseeing executive pay, and strengthening auditing practices.
3. It proposes a group assignment discussing which recommendations from these reports have been implemented in students' home countries and which have not and why
In November 2008, CFO Research conducted a
survey among mid-size companies in the United
States on the actions that senior fi nance executives
are taking to ensure adequate capitalization to support
their companies’ growth over the next year.
We collected 129 responses from qualifi ed senior
fi nance executives.
Asset Visibility: Seeing the Opportunity in Asset ManagementFindWhitePapers
Examine the importance of improving visibility into asset performance - and review four activities that can form the basis for getting more out of the assets in your portfolio to drive better decisions in allocating scarce capital to new asset investments.
The document summarizes key findings from a survey of federal Chief Financial Officers (CFOs) on the challenges they face. Some of the main points from the survey include:
1) CFOs view reducing costs through initiatives like the Campaign to Cut Waste as difficult and resource-intensive with little return.
2) CFOs play a leading role in performance management and helping agencies achieve results, though have concerns about data quality.
3) While CFOs believe their culture is strong, the workforce has greater concerns about leadership and managing through current fiscal storms. CFOs have their work cut out for them to continue guiding agencies through budget cuts and uncertainty.
James M. Kelly is an executive with experience in various industries including telecommunications, internet, software, healthcare, and transportation. He has a proven track record as a CFO and has delivered results beyond expectations through vision, leadership, execution, and communication. His experience includes turnarounds, mergers and acquisitions, and bringing companies from startups to large organizations.
This document provides an overview of organizational management concepts including: definitions of management and organizations; manager roles and responsibilities; management functions like planning and controlling; skills needed at different levels; adapting to changing situations; organizational characteristics; and culture. Key points covered include defining managers as coordinating work through others, the four main management functions, and how organizations are shifting from traditional to more flexible and learning-oriented models.
Maximising restructuring outcomes with syndicates of financiers - Australian ...Michael Fung
The document discusses key factors for successful restructurings of companies financed by syndicates. It identifies establishing credibility and trust with financiers, effective communication, and obtaining the right advice early as critical. Management must understand syndicate members may have differing goals and adjust expectations accordingly. Choosing advisors familiar with syndicate mindsets can help build trust. Overall, recognizing syndicate complexity and priorities for short-term issues while presenting a credible long-term plan increases chances of a successful restructuring outcome.
The document discusses a lecture on optimizing data for enterprise performance management (EPM). It covers understanding EPM data challenges, managing master data, and EPM products and solutions like performance applications, scorecards, dashboards, and key performance indicators. The lecture agenda includes an overview of the EPM workspace and applications, as well as challenges around financial consolidation, performance management, and business intelligence.
Corporate Governance in the boardroom_FINAL_optimisedRichard Sykes
1) The document discusses corporate governance and the role of boards. It outlines five pillars of effective corporate governance: leadership strategy and culture; structure and performance oversight; risk; management information and controls; and transparency and reporting.
2) It emphasizes that risk underpins and interconnects the five pillars, and that managing risk is central to the board's role. The board is responsible for setting the right "tone from the top" and ensuring corporate governance is effective.
3) Various drivers like regulations and stakeholder expectations shape corporate governance. Effective governance benefits organizations through higher trust, resilience, performance and competitive advantage.
- Granahan Investment Management offers a Small Cap Focused Growth product that invests in 30-40 small cap companies typically valued between $200 million and $2 billion.
- As of December 31, 2011, the product had $419,000 in assets under management and was open to new investors with a $3,000,000 minimum.
- For the period since inception in August 2007 through December 2011, the product achieved annualized returns of 22.0% net of fees compared to 19.0% for the Russell 2000 Growth Index benchmark.
Best Deployment: Raymond opts for 1KEY FCM - Financial ConsolidationDhiren Gala
The Perfect man becomes more intelligent
Mumbai-based Raymond needed a solution which could satisfy the functionality and ability to get all financial data on a single platform. MAIA Intelligence along with Mondial IT Consultants helped meet their expectations.
Minakshi Shetty of DQ Channels (Cybermedia) speaks to Sanjay Mehta, CEO, MAIA Intelligence, Vivek Kale, CIO, Raymond Limited and Sharad Kumar Agarwal, Director, Mondial IT Consultants
The balanced scorecard is a strategic management system that supplements traditional financial measures with non-financial metrics related to customers, internal business processes, and learning and growth. It allows companies to track both financial performance and progress on capabilities needed for future growth. When used as the foundation of a company's management system, the balanced scorecard addresses the limitation of traditional systems in linking long-term strategy to short-term actions through four new management processes: translating the vision, communicating/linking objectives, integrated business planning, and feedback/learning.
The document discusses the challenges facing investment committees in navigating volatile market conditions. It describes three oversight models - committee-centric, staff-centric, and advisor-centric - that vary in their reliance on the committee, staff, or external advisors. It notes that the committee-centric model, relying heavily on volunteers, can lead to "fiduciary fatigue" as responsibilities increase. Outsourcing some functions to advisors may help, but committees still retain fiduciary duties and must find the right balance of involvement. Selecting the appropriate oversight model is crucial given complex modern portfolios.
Peter Watson's Presentation on Talent Retention at the 2011 HR Summitpkwatson2099
What actions can you take to retain the top talents in your organisation? There are hundreds of options but your resources are limited and so sorting out which ones will have the maximum impact is absolutely critical for the success of your HR strategy. See examples of how I addressed talent retention with organisational development activities as well as targeted programs. However, one critical success factors operates across all interventions - the positive engagement and involvement of the immediate manager. Find out more and see if these actions can help your organisation.
Role of the CFO in Selecting and Implementing Enterprise Systems in a Profess...Changepoint
This presentation was originally given at the ProformaTECH Corporate Finance Technology Conference in 2014.
Ryan Russell, CFO, Marketing Associates, LLC discusses the role of the CFO in selecting and implementing enterprise systems in a professional services organization including:
- Exploring New Systems
- Methodology Overview
- Post Implementation / Continuous Improvement
- Dashboards and Analytics
Role of CFO in the Economic Turnaround - Present Macro-Economic Conditions -...Resurgent India
Over the past few decades, the role of a Corporate CFO has evolved from merely number crunching responsibilities to a big picture thinker involved in nearly every facet of the company
The Superstar CFO: Optimizing an Increasingly Complex RoleFindWhitePapers
CFO Research, in collaboration with SAP, conducted a research study that asked 300+ senior finance executives about the ideal CFO's responsibilities. This thought leadership piece explores how CFOs should prioritize the external and company-wide mandates, as well as how they should manage the finance function itself.
The document discusses the role of the CFO and how Scientrix helps CFOs and organizations. The CFO's role has expanded and they are now more involved in strategy, operations, and performance, while ensuring regulatory compliance. Scientrix uses a matrix approach to help organizations align finance functions, cascade strategies, and monitor performance to create shareholder value in a balanced way. It provides tools on its online platform for collaboration, management, and sharing information to support organizational success.
The document outlines the key roles and responsibilities of several senior leadership positions in an organization, including the CEO, CFO, CTO, CIO, COO. The CEO oversees strategic goals and leadership, while the CFO manages finances, risk, and resources. The CTO focuses on technology solutions and innovation, and the CIO develops IT strategies and ensures alignment with business goals. The COO handles daily operations and management across the organization.
The document summarizes a presentation on the role of the CFO in a family business. It includes perspectives from Dann Van Der Vliet on communication and governance in family firms, founder Nord Brue on how the CFO can help grow, sustain and sell the business, and Lawrence Writer on the complexities of working for a family business as both CFO and COO of Louisville Slugger. Key topics discussed are the importance of the CFO providing objective financial strategies and analysis, effectively communicating the business story to stakeholders, and asking questions around shareholder alignment, succession planning and accepting the complex dynamics of a family-run company.
Strategic Role of Today’s CFO : The New CFO AgendaSanjay Uppal
The document discusses the evolving role of the chief financial officer (CFO). Stakeholders now expect CFOs to take on more strategic responsibilities beyond traditional finance and accounting duties. CFOs are shifting their focus from controllers to strategists in order to help drive business decisions and value creation. Additionally, CFOs now face pressures like increased transparency requirements, global capital markets, and the need to enhance skills and technology to effectively meet rising stakeholder demands.
Role of the CFO in Selecting and Implementing Enterprise SolutionsProformative, Inc.
Review the critical role and steps the CFO plays in the decision and implementation of an Enterprise solution to assure that the implementation, investment, and results are successful. Marketing Associates CFO Ryan Russell discusses the process their organization went through to eliminate and consolidate ten disparate legacy systems into a Professional Services Automation solution, which helped drive revenue growth by 34% over three years. In addition to revenue growth Marketing Associates improved operational efficiencies through automation of workflow, reporting metrics, and cash flow.
Speaker: Ryan Russell, CFO, Marketing Associates LLC
Presentation delivered at ProformaTECH 2014 - http://www.proformatech.com
Track: Managing Change | Session: 2
WITHIN THE NEXT FIVE YEARS, FINANCE WILL OPERATE DIFFERENTLY
Member of the Team that gives DIRECTION, comes up with strategy and evaluates the structural content of the organization.
NEW TOOLS:
JIT, CAD/CAM, ABC. ABMS, TQM, FMS, CI, TC
NEW MEDIUM:
Computers - PC- Networks - “The Virtual Close” - AA Instant Info
FLT ANALOGY SHOWS IN TROUBLE BUT NOT WHY; NO CAUSALITY
Role of Business Development in Pharmaceuticals (Generic Product Business)Muhammad Ali Jehangir
Role of Business Development in Pharmaceuticals (Generic Product Business)
For New Updated Slide Deck: https://www.slideshare.net/alijehangir/business-development-licensing-overview-150008616
Asset Visibility: Seeing the Opportunity in Asset ManagementFindWhitePapers
Examine the importance of improving visibility into asset performance - and review four activities that can form the basis for getting more out of the assets in your portfolio to drive better decisions in allocating scarce capital to new asset investments.
The document summarizes key findings from a survey of federal Chief Financial Officers (CFOs) on the challenges they face. Some of the main points from the survey include:
1) CFOs view reducing costs through initiatives like the Campaign to Cut Waste as difficult and resource-intensive with little return.
2) CFOs play a leading role in performance management and helping agencies achieve results, though have concerns about data quality.
3) While CFOs believe their culture is strong, the workforce has greater concerns about leadership and managing through current fiscal storms. CFOs have their work cut out for them to continue guiding agencies through budget cuts and uncertainty.
James M. Kelly is an executive with experience in various industries including telecommunications, internet, software, healthcare, and transportation. He has a proven track record as a CFO and has delivered results beyond expectations through vision, leadership, execution, and communication. His experience includes turnarounds, mergers and acquisitions, and bringing companies from startups to large organizations.
This document provides an overview of organizational management concepts including: definitions of management and organizations; manager roles and responsibilities; management functions like planning and controlling; skills needed at different levels; adapting to changing situations; organizational characteristics; and culture. Key points covered include defining managers as coordinating work through others, the four main management functions, and how organizations are shifting from traditional to more flexible and learning-oriented models.
Maximising restructuring outcomes with syndicates of financiers - Australian ...Michael Fung
The document discusses key factors for successful restructurings of companies financed by syndicates. It identifies establishing credibility and trust with financiers, effective communication, and obtaining the right advice early as critical. Management must understand syndicate members may have differing goals and adjust expectations accordingly. Choosing advisors familiar with syndicate mindsets can help build trust. Overall, recognizing syndicate complexity and priorities for short-term issues while presenting a credible long-term plan increases chances of a successful restructuring outcome.
The document discusses a lecture on optimizing data for enterprise performance management (EPM). It covers understanding EPM data challenges, managing master data, and EPM products and solutions like performance applications, scorecards, dashboards, and key performance indicators. The lecture agenda includes an overview of the EPM workspace and applications, as well as challenges around financial consolidation, performance management, and business intelligence.
Corporate Governance in the boardroom_FINAL_optimisedRichard Sykes
1) The document discusses corporate governance and the role of boards. It outlines five pillars of effective corporate governance: leadership strategy and culture; structure and performance oversight; risk; management information and controls; and transparency and reporting.
2) It emphasizes that risk underpins and interconnects the five pillars, and that managing risk is central to the board's role. The board is responsible for setting the right "tone from the top" and ensuring corporate governance is effective.
3) Various drivers like regulations and stakeholder expectations shape corporate governance. Effective governance benefits organizations through higher trust, resilience, performance and competitive advantage.
- Granahan Investment Management offers a Small Cap Focused Growth product that invests in 30-40 small cap companies typically valued between $200 million and $2 billion.
- As of December 31, 2011, the product had $419,000 in assets under management and was open to new investors with a $3,000,000 minimum.
- For the period since inception in August 2007 through December 2011, the product achieved annualized returns of 22.0% net of fees compared to 19.0% for the Russell 2000 Growth Index benchmark.
Best Deployment: Raymond opts for 1KEY FCM - Financial ConsolidationDhiren Gala
The Perfect man becomes more intelligent
Mumbai-based Raymond needed a solution which could satisfy the functionality and ability to get all financial data on a single platform. MAIA Intelligence along with Mondial IT Consultants helped meet their expectations.
Minakshi Shetty of DQ Channels (Cybermedia) speaks to Sanjay Mehta, CEO, MAIA Intelligence, Vivek Kale, CIO, Raymond Limited and Sharad Kumar Agarwal, Director, Mondial IT Consultants
The balanced scorecard is a strategic management system that supplements traditional financial measures with non-financial metrics related to customers, internal business processes, and learning and growth. It allows companies to track both financial performance and progress on capabilities needed for future growth. When used as the foundation of a company's management system, the balanced scorecard addresses the limitation of traditional systems in linking long-term strategy to short-term actions through four new management processes: translating the vision, communicating/linking objectives, integrated business planning, and feedback/learning.
The document discusses the challenges facing investment committees in navigating volatile market conditions. It describes three oversight models - committee-centric, staff-centric, and advisor-centric - that vary in their reliance on the committee, staff, or external advisors. It notes that the committee-centric model, relying heavily on volunteers, can lead to "fiduciary fatigue" as responsibilities increase. Outsourcing some functions to advisors may help, but committees still retain fiduciary duties and must find the right balance of involvement. Selecting the appropriate oversight model is crucial given complex modern portfolios.
Peter Watson's Presentation on Talent Retention at the 2011 HR Summitpkwatson2099
What actions can you take to retain the top talents in your organisation? There are hundreds of options but your resources are limited and so sorting out which ones will have the maximum impact is absolutely critical for the success of your HR strategy. See examples of how I addressed talent retention with organisational development activities as well as targeted programs. However, one critical success factors operates across all interventions - the positive engagement and involvement of the immediate manager. Find out more and see if these actions can help your organisation.
Role of the CFO in Selecting and Implementing Enterprise Systems in a Profess...Changepoint
This presentation was originally given at the ProformaTECH Corporate Finance Technology Conference in 2014.
Ryan Russell, CFO, Marketing Associates, LLC discusses the role of the CFO in selecting and implementing enterprise systems in a professional services organization including:
- Exploring New Systems
- Methodology Overview
- Post Implementation / Continuous Improvement
- Dashboards and Analytics
Role of CFO in the Economic Turnaround - Present Macro-Economic Conditions -...Resurgent India
Over the past few decades, the role of a Corporate CFO has evolved from merely number crunching responsibilities to a big picture thinker involved in nearly every facet of the company
The Superstar CFO: Optimizing an Increasingly Complex RoleFindWhitePapers
CFO Research, in collaboration with SAP, conducted a research study that asked 300+ senior finance executives about the ideal CFO's responsibilities. This thought leadership piece explores how CFOs should prioritize the external and company-wide mandates, as well as how they should manage the finance function itself.
The document discusses the role of the CFO and how Scientrix helps CFOs and organizations. The CFO's role has expanded and they are now more involved in strategy, operations, and performance, while ensuring regulatory compliance. Scientrix uses a matrix approach to help organizations align finance functions, cascade strategies, and monitor performance to create shareholder value in a balanced way. It provides tools on its online platform for collaboration, management, and sharing information to support organizational success.
The document outlines the key roles and responsibilities of several senior leadership positions in an organization, including the CEO, CFO, CTO, CIO, COO. The CEO oversees strategic goals and leadership, while the CFO manages finances, risk, and resources. The CTO focuses on technology solutions and innovation, and the CIO develops IT strategies and ensures alignment with business goals. The COO handles daily operations and management across the organization.
The document summarizes a presentation on the role of the CFO in a family business. It includes perspectives from Dann Van Der Vliet on communication and governance in family firms, founder Nord Brue on how the CFO can help grow, sustain and sell the business, and Lawrence Writer on the complexities of working for a family business as both CFO and COO of Louisville Slugger. Key topics discussed are the importance of the CFO providing objective financial strategies and analysis, effectively communicating the business story to stakeholders, and asking questions around shareholder alignment, succession planning and accepting the complex dynamics of a family-run company.
Strategic Role of Today’s CFO : The New CFO AgendaSanjay Uppal
The document discusses the evolving role of the chief financial officer (CFO). Stakeholders now expect CFOs to take on more strategic responsibilities beyond traditional finance and accounting duties. CFOs are shifting their focus from controllers to strategists in order to help drive business decisions and value creation. Additionally, CFOs now face pressures like increased transparency requirements, global capital markets, and the need to enhance skills and technology to effectively meet rising stakeholder demands.
Role of the CFO in Selecting and Implementing Enterprise SolutionsProformative, Inc.
Review the critical role and steps the CFO plays in the decision and implementation of an Enterprise solution to assure that the implementation, investment, and results are successful. Marketing Associates CFO Ryan Russell discusses the process their organization went through to eliminate and consolidate ten disparate legacy systems into a Professional Services Automation solution, which helped drive revenue growth by 34% over three years. In addition to revenue growth Marketing Associates improved operational efficiencies through automation of workflow, reporting metrics, and cash flow.
Speaker: Ryan Russell, CFO, Marketing Associates LLC
Presentation delivered at ProformaTECH 2014 - http://www.proformatech.com
Track: Managing Change | Session: 2
WITHIN THE NEXT FIVE YEARS, FINANCE WILL OPERATE DIFFERENTLY
Member of the Team that gives DIRECTION, comes up with strategy and evaluates the structural content of the organization.
NEW TOOLS:
JIT, CAD/CAM, ABC. ABMS, TQM, FMS, CI, TC
NEW MEDIUM:
Computers - PC- Networks - “The Virtual Close” - AA Instant Info
FLT ANALOGY SHOWS IN TROUBLE BUT NOT WHY; NO CAUSALITY
Role of Business Development in Pharmaceuticals (Generic Product Business)Muhammad Ali Jehangir
Role of Business Development in Pharmaceuticals (Generic Product Business)
For New Updated Slide Deck: https://www.slideshare.net/alijehangir/business-development-licensing-overview-150008616
The Pakistani military was formed after independence in 1947 and drew experienced officers from those who served under British rule. It has fought three wars against India and engaged in border skirmishes with Afghanistan and India. The military currently has over 921,000 active and reserve personnel across the army, navy, air force and paramilitary forces. It has participated in UN peacekeeping missions and provides disaster relief domestically and abroad.
The document discusses the roles and responsibilities of boards of directors. It provides definitions of boards and describes their key functions, including oversight of management, setting strategic direction, and advising management. It also discusses types of boards, such as unitary vs. two-tier boards, and common vs. staggered boards. Additionally, it covers characteristics of effective vs. ineffective boards and factors that contribute to balanced boards.
Best practice finance diagnostic review longconradfsr
The document outlines a blueprint for integrating the finance function after a merger and acquisition. It discusses seven critical issues facing Chief Financial Officers as the role of finance shifts from scorekeeper to business partner. The issues include business partnering, performance measurement, information as a competitive asset, organizational skills, cost management, financial risk management, and coordinating improvement projects.
The document discusses financial transformation and outsourcing finance functions to reduce costs and improve efficiency; it proposes that Accuserv Corporate Advisors can help companies outsource accounting, finance, budgeting and reporting to handle non-core activities and free up management time, using a customized approach based on the company's needs and culture. The company aims to provide timely and reliable financial information to stakeholders through qualified finance professionals and a skilled team.
De afgelopen maanden heb ik met veel CFO´s gesproken over de transformaties die hun Finance Organisatie moet doormaken om aan de veranderende eisen en wensen van Executives, managers en stakeholders te voldoen. Ligt hun focus momenteel nog op transactionele core finance activiteiten, voor de nabije toekomst is het hun ambitie om bedrijfsbreed veel meer waarde te leveren op het gebied van analyse en beslissingssupport.
Bedrijven die goed scoren op Finance Efficiëncy alsmede in staat zijn om betrouwbare Business Insight te leveren aan de diverse business units, zijn volgens de IBM Global CFO Survey 2010 aantoonbaar succesvoller op het gebied van omzetgroei, EBITDA en Retun of Invested Capital.
Ik wil graag de uitkomsten van 1500 face-to-face interviews met CFO´s met jullie delen, daarom ´share´ ik het rapport ´The New Value Integrator – Insights from the CFO Survey´.
Nascent Financial Services is an investment banking firm that provides debt syndication, equity placement, and corporate advisory services. Its vision is to provide the best financial solutions to corporates across all verticals. The document outlines Nascent's mission, values, services, and processes. Key services include fund arrangement advisory, statutory compliance advisory, management consultancy, and specialized turnaround packages.
IBM Cognos - Hälsokontroll på ekonomiavdelningen med mål att bli värdeskapareIBM Sverige
Som en en spinoff från IBM's CFO survey 2010, ger vi dig möjligheten att staka ut vägen hur du skall bli bättre än dina konkurrenter. Denna presentation hölls på IBM Cognos Performance 2010 av Jonas Berg, Sr Managing Consultant, Business Analytics & Optimization, IBM
The document discusses planning and decision making challenges for CFOs and provides an overview of an information management solution from Sherwood Group Consulting. It notes that budgeting and forecasting processes are often manual and time-consuming. Additionally, it is difficult to tie planning to execution when forecasts do not match actual performance. The solution aims to help CFOs make better, faster decisions by providing analytics, budgeting, reporting, and risk management tools to facilitate the planning process.
This document discusses the role of controllers in providing financial stability, informed decisions, and focusing on future business success. It provides examples of how controllers implement integrated financial systems, identify risks, and use scenario modeling to support strategic planning. While the economic crisis has increased challenges, controllers can help by taking an advisory role in decisions, using efficient information management and exploring new areas to focus on the future.
This document discusses the role of controllers in providing financial stability, informed decisions, and focusing on future business success. It provides examples of how controllers implement integrated financial systems, identify risks, and use scenario modeling to support strategic planning. While the economic crisis has increased challenges, controllers can help by taking an advisory role in decisions, using efficient information management and exploring new areas like risk management.
The document discusses SAP Business Objects Planning and Consolidation for streamlined planning, budgeting, forecasting and financial close. It introduces Gary Obbes from IBM Financial Management Consulting Services and Les Smith from SAP Business Objects Centre of Excellence. The document also highlights gaps in finance effectiveness from an IBM CFO study and discusses the changed economic and technological environment requiring faster decisions, analysis and budgeting which exceeds spreadsheet limits. It notes industry trends in corporate performance management solutions.
The document discusses the role of the CFO and their alignment with corporate strategy. It outlines that CFOs can take on different styles such as navigators, executors, turnaround surgeons, or business transformers depending on the company's profitability and strategic focus. The board now expects CFOs to not only manage finances but also advise on strategic planning and ensure investment decisions consider all risks. As the owner of the decision making process, CFOs should implement techniques to improve debate quality and ensure decisions are made objectively rather than being influenced by individual biases.
Capgemini provides business analytics services to help CFOs address key challenges around revenue growth, margin improvement, enhancing controls, and cashflow improvement. Their solution uses advanced analytics applied to client data to identify opportunities for savings, risk monitoring, and process optimizations. Benefits seen by clients include reducing costs by 27%, improving cashflow by reducing payment cycles by 36 days, and reducing pricing errors by 88%. Capgemini's dedicated analytics center leverages their experience in financial BPO to deliver tailored analytics insights and recommendations.
Managerial accounting is used internally by managers to make informed business decisions and help achieve organizational goals. It involves planning, organizing, controlling and directing resources. Some key functions of management include planning, organizing work, controlling plans, and using different styles like management by exceptions and management by objectives. Current focuses in managerial accounting include new practices like total quality management, benchmarking, business process reengineering, theory of constraints, kaizen costing, and just-in-time techniques.
Resources Global Professionals is a publicly-traded global professional services firm that was founded in 1996 and provides project consulting, project support, and operational support services to large multinational companies. They partner with clients to plan and execute initiatives and support day-to-day operations using dedicated teams of experienced professionals across various functions and industries. The firm has over 3,000 professionals serving clients in 66 countries with an emphasis on customized solutions, knowledge transfer, and cost-effective consulting services.
This document discusses how financial services firms are converging their finance, risk, compliance and treasury functions in response to regulatory pressures and market changes. It outlines trends driving this convergence, including increased complexity, competition and regulatory uncertainty. Firms must ensure financial and strategic decisions minimize risk exposure and consider impacts on customers, transactions and investments. The document also examines priorities firms are investing in, such as risk management and compliance, and how better integrating data and perspectives across divisions can help optimize goals around profitability and risk management. Examples of scenarios where converged information strategies could help with regulatory reporting and capital adequacy assessments are also provided.
Profitiviti Business Operations Intelligence ArticleSteve Raack
The document discusses a methodology called Business Operations Intelligence that helps companies gain insights into their business operations through data analysis. It involves defining all business processes, including both departmental and enterprise-wide processes. The methodology then ranks processes based on their impact and efficiency to identify opportunities for improvement. Implementing this methodology provides executives with information to make more informed decisions and pursue initiatives that can significantly improve profitability.
Nascent Financial Services is an investment banking firm providing debt syndication, equity placement, and corporate advisory services through a team of professionals and investor network. Their vision is to be the best financial solutions provider across all verticals, and their mission is to create long-term value for clients by providing high-quality, customized services with professionalism, integrity, and financial institution partnerships. They offer one-stop solutions for corporate clients including fund arrangement, statutory compliance advisory, and corporate advisory services.
Val Lunz of NASA Goddard Space Flight Center presented best practices for enhancing the Capital Planning Investment Control (CPIC) framework to optimize business portfolio analysis. The CPIC provides a framework to strategically assess IT assets and prioritize investments. Managing the portfolio through sub-portfolios of similar investments and streamlining processes can maximize returns and leverage existing resources. Continuous evaluation and stakeholder involvement are also important to ensure the appropriate investments are selected and controlled in the current fiscal environment.
This document discusses the need for finance functions to evolve and adapt to changing times and pressures. It outlines 5 questions finance leaders should ask regarding where they want the function to be, where it currently is, and how to close the gap. It also provides minimum requirements for an effective finance function and identifies 6 core disciplines. Additionally, it notes that finance is often dominated by low-value activities and must provide more value at lower cost by focusing on areas like business partnering, decision support, and risk management.
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