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.
Focusing on unexpected successes and areas of strategic importance — and sometimes ignoring the customer — can help organisations survive competitive risks.
Financial chiefs are more inclined to spend on research and development despite economic worries abroad—a scenario that highlights the increasingly complex job of the finance chief: balancing innovation and costs.
Years of declining revenue created a challenge for International Speedway Corp.: how to manoeuvre out of the pits and back into the lead. At the centre of the strategy is Dan Houser, CPA, CGMA, who is guiding the company back to growth.
More large multinationals are growing cash reserves than shrinking them, according to an annual survey. Those that had cash reserves decline most often pointed to capital expenditures as the reason.
Hal Gregersen, Ph.D., professor of innovation and leadership at INSEAD, explains that every individual has more untapped creative capacity than he or she may realise.
