An increasing number of organisations are employing futurists to tell them what the future holds. But who are they, what do they do, and can anyone really accurately predict the future for business and finance?
A CFO shares what happened when his community bank used a draft of the CGMA Business Model Framework to examine its value drivers, threats, and opportunities.
The percentage of company financial staff devoted to general accounting levelled off in 2017, according to a new report, but the reasons are uncertain.
For a business to be robust in the face of disruption, it needs to be agile. Peter Simons, FCMA, CGMA, looks at how the finance function is changing to support and encourage that agility.
“Not my job” and “not my style” are two common objections when the topic of sales is mentioned in a business environment. Sales culture can mean far more than being a designated salesperson.
Most controllers expect and are expected to shape and execute strategic priorities. Yet, few companies clearly define a path for controllers to take on greater responsibility, a Deloitte report shows.
As the role of the CFO evolves, emotional intelligence, or EI, is becoming a vital leadership skill. These tips can help CFOs use EI to complement their greater influence in setting an organisation’s strategy.
Tech-savvy finance chiefs are becoming advocates for digital initiatives because they’re more comfortable with technology, they see quicker paths to value, and they see career value in understanding technology.
One-fourth of employees in a new survey say financial problems have affected their performance at work. Employers can take steps to help staff with financial wellbeing so that productivity doesn’t suffer.
