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.
Learn how to use creative vision and smart change management to pursue big goals. Former Coca-Cola finance executive Doug Bonthrone, ACMA, CGMA, describes how to keep continuous improvement flowing.
Ravichandran Venkataraman, ACMA, CGMA, senior vice president and head of the Global Business Services division at Hewlett-Packard, has helped HP innovate by building a diverse team and welcoming ideas from throughout the organisation. He offers five tips on how to foster innovation.
Cross-functional, self-governing employee boards help global spice company McCormick & Co. identify business process improvements and other innovations. McCormick executive Ken Kelly, CPA, CGMA, explains how it works — and how employees benefit.
In a dispatch from Brussels, Tony Barber of the "Financial Times" examines fault lines radiating from the euro zone’s sovereign debt crisis. Barber looks at who’s benefitting and who’s hurting.
Alasdair Macnab, FCMA, CGMA, has reengineered the Balanced Scorecard to create a system for measuring the HR and financial costs of meeting strategic objectives. Macnab explains the approach and how it can be used to make good decisions about allocating scarce resources.
Employees are now equipped with their own increasingly powerful mobile data communications devices, from smartphones to tablet PCs. Use these devices to your organisation’s advantage.
As their best-known creation turns 20, Robert S. Kaplan and David P. Norton, the founding fathers of the world’s most powerful performance management tool, survey the horizon and offer five key steps for maximising the Balanced Scorecard.
Seismic socioeconomic shifts, accelerating regulatory reform and ongoing economic turmoil present myriad challenges and opportunities. Get a blueprint for the year ahead and a guide to ten of the top transformative issues.
