Vodafone Group CFO Nick Read, FCMA, CGMA, reveals how the telecoms giant is constantly adapting its business model to meet the challenges of an unpredictable and disruptive environment.
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.
To get employees to be more creative, Fidelity Investments introduced design thinking, a method that strives to resolve problems through innovation and knowledge of the customer.
Anoop Natwar Mehta, a company president near Washington, D.C., offers insight on agility, being anticipatory, and a martial arts approach to leadership.
The Committee of Sponsoring Organizations of the Treadway Commission (COSO) released an updated risk framework that highlights the importance of enterprise risk management’s role in strategic planning.
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.
A well-crafted statement can help an organisation capture market share and growth while maintaining laser focus as a business. Here’s how to improve yours.
The EY Center for Board Matters and the WomenCorporateDirectors Foundation list six change factors boards should focus on to help them address technological advances, geopolitical developments, and a changing workforce.
Strong innovators are more likely than lesser performing peers to look far afield for innovation opportunities, taking advantage of strategies that include corporate venture capital and strategic acquisitions outside of their core businesses.
Empower your finance team to better contribute to value creation within the organisation by reallocating resources so team members can focus on more strategic areas.
Despite the deluge of data available to C-suite executives, senior leaders are still struggling to reach the right decisions, according to new CGMA research.
