Only 10% of leaders have the right blend of skills to lead transformational change in their company. A report by PwC discusses the attributes required and suggests steps companies can take to develop transformational capability within the organisation.
CFOs see the importance of working more closely with chief information officers, but a knowledge gap sometimes gets in the way. A global survey shows that CFOs are paying more attention to the IT function than they did three years ago.
To spark collaboration, work on building relationships, breaking down barriers, and leading by example, advises Lynda Gratton, professor of management practice at London Business School.
Focusing on outcomes — rather than methods — promotes a sense of ownership, boosts performance, and fosters creativity. Mark Fritz, an adjunct professor at the IE Business School in Madrid, explains how.
To meet the growing demands of the role, finance professionals must be comfortable communicating critical information — with a microphone in hand. Oral Dowell, CPA, CGMA, explains how.
Craig Harnett, CPA, CGMA, the CFO of the National Hockey League, shares strategies he uses to engage his finance team of 44 employees in New York City and Montreal.
A presentation that engages your audience and successfully conveys crucial information takes much more than a set of hastily put together PowerPoint slides. Communications consultant Steve Bustin outlines the secrets of an effective presentation and suggests creative ways to grab your audience’s attention and bring data to life.
CFOs continue to mention concerns about talent, especially as it relates to keeping their workforce aligned with the organisation’s culture, the head of the CFO Alliance says. Finance chiefs’ broadening role is about more than building the skills of the finance function; it’s about company-wide visibility and strategy.
Finance chiefs are increasingly wary of employees leaving jobs, so they’re taking more steps to keep those workers. Pay increases, promotions, and more benefits and training are among the strategies, according to a new survey.
Corporate boards should look for an executive risk leader with these particular qualities to help them oversee and govern an increasing number of unfamiliar and complex risks that threaten the business.
With a rise in cyber-attacks predicted, organisations are struggling to keep pace with hackers and cyber-criminals. One reason, according to a survey: Organisations don’t have confidence in their staff’s ability to respond to incidents, and some report having difficulty filling jobs.
Changes at the top, even the best planned ones, reduce shareholder value in the short term, according to research by PwC’s consulting group. But firing the CEO without having a successor lined up is costlier.
Many managers think their companies do a good job recognising employees for their efforts, but employees don’t see it the same way. A new report shows the divide between management and staff, and it offers tips for bolstering recognition practices.
Aligning employee skills development to corporate performance targets and establishing quantitative targets makes training programmes more effective, a McKinsey survey suggests. Companies can accomplish this by following three steps.
Demands from activist shareholders are on the rise around the world. CFOs can play a role in helping their companies take the right approach to listening, and responding, to activists.
