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An interview with RGP chief financial officer (CFO) Jennifer Ryu and Trintech CFO Omar Choucair is presented. They refer to digital transformation, skills gap, technology advances and rise of generative artificial intelligence (AI) as factors that drive disruption for accounting and finance professionals. They suggests ways to build a flexible finance function and discuss the impact of technology evolution on collaboration for finance teams and the influence of CFOs in technology investment.

The article explores the impact of the expanded focus on artificial intelligence (AI) in finance and how it has transformed the role of the chief financial officer (CFO). Cited are the ways in which forward-looking CFO are leveraging AI-powered technology, the three functions that are particularly relevant to finance where AI is highly effective, and the challenges that AI implementations may present to CFO.

The article presents advice from chief financial officers (CFO) aimed to help accounting and finance leaders navigate anticipated challenges in 2024. Cited are ways on how leaders can overcome challenges brought by rapid advances in generative artificial intelligence (AI) and other innovations, trends to watch in 2024 and beyond such as the growing importance of data management and analytics, and the complexity associated with the rise of sustainability.

An interview with Christopher A. Geiger, Lockheed Martin's vice president of internal audit and enterprise risk management (ERM), is presented. Geiger describes how ethics became a driving force for risk governance at Lockheed Martin, how sustainability and environmental, social, and governance ( ESG) are integrated in risk governance at Lockheed Martin, and how cybersecurity as an element of ESG is integrated in risk governance at Lockheed Martin.

An interview with finance leaders Bonnie Chan and Deidra Merriwether on diversity, equity and inclusion (DE&I) best practices in 2023 is presented. When asked on accounting professionals' possible contribution to DE&I initiatives, Merriwether states that everyone in the profession has a role to play, with organizations needing to make DE&I progress. Chan notes that finance leaders can help in data collection challenges. She cites progress in exposing young people early to DE&I in accounting.

The article takes a look into the duties and responsibilities of the chief financial officer (CFO) as a supply chain manager. Topics discusses are CFO trends in supply chain management, role of the CFO as integrator of business functions and collaborative business partner during supply chain disruptions, and the use of descriptive, diagnostic, predictive and prescriptive analytics to integrate data across business functions.

The article discusses companies' need for an advanced view of risk assessment, monitoring, and management amid an uncertain global economy in 2023. Topics covered include the creation and protection of long-term value with strategic resiliency and risk management skills, the increase of short-termism over the past decade due partly to activist shareholder funds, and the need to treat cybersecurity risk as a core strategic risk. Also noted is the important management of reputation risk.

An interview with chief financial officers Hilla Sferruzza of Meritage Homes Corp. and Scott Settersten of Ulta Beauty about professional development advice to boost accountants' careers is presented. Topics covered include the important elements of professional development, how senior executives help longer-tenured team members and new hires to continue to improve their skills and knowledge and the benchmarks relevant for charting one's progress in career growth.

The article features the evolving views of chief finance officers (CFO) on their technology and data analytics usage and on risk management amid the coronavirus disease 2019 (COVID-19) as of 2022. Topics discussed include organizations' use of hyperautomation to cut costs and optimize operations, the faster rate of technology product development, and the role of procurement in business recovery. Also noted is the vital forecasting on profitability and risk based on analytics and research.

The article discusses the need for financial professionals like corporate controllers and chief financial officers (CFO) to improve their leadership and technology skills to advance their careers as finance leaders. Also cited are how adopting technologies that eliminate manual processes and streamline financial close cycles allow controllers and CFOs to focus on strategic planning, and the importance of the role of the controller in organizations.

The article provides insights on conducting strategic valuation in a company. Topics discussed include the possible use of strategic valuation to develop and validate key assumptions and value drivers in quantitative valuation processes and models, steps involved in strategic valuation such as strategy analysis and intangible asset analysis, and advantages of the approach in terms of fostering the creation of long-term value.

The article suggests strategies employed by innovative companies to achieve rapid business growth in 2020. Topics discussed include the effect on industries of the business model innovation used by companies in their transition from transactional to service-based business models, emergence of mergers and acquisitions as opportunities for some companies to build on their core business, and importance of building a risk-intelligent culture in an organization.

The article discusses key issues pertaining to chief financial officers (CFO) in 2021, according to surveys. According to CFO Survey, attracting and retaining the right talent will remain a priority and that companies in the U.S. will be realigning their investment strategies, reflecting a trend toward downsizing office space. CFOs will also be busy with dealmaking and post-merger and acquisition integration in 2021, according to Dykema's 16th Annual Mergers & Acquisitions Outlook Survey.

An interview with researcher and author Bartley Madden is presented. Topics discussed include the role of chief financial officers (CFOs) in driving long-term sustainable value creation, his book titled "Value Creation Principles: The Pragmatic Theory of the Firm Begins with Purpose and Ends with Sustainable Capitalism," and his advice for CFOs on how to use the life-cycle framework to guide capital investment decisions.

The article explores the opportunity for management accountants to use data analytics to align asset management with their company's strategic direction. It explains how data analytics can aid chief financial officer (CFO) organizations to ensure more effective decision making. Also discussed is the role of management accountants in supporting business partners by reporting their operating performance and their financial position.

The article discusses findings from a 2017 survey among members of the Japan Acssociation of Chief Financial Officers (CFO) that examined the relationship of low profit margins to the structure of CFO teams in Japanese companies. Among its findings, the survey showed that companies that directly involved CFO teams in management accounting and strategic financial planning saw increased profit margins. Also discussed are actions that global CFO teams can take to add the most value to companies.

The article examines the implications of the amended U.S. Securities and Exchange Commission's (SEC) Whistleblower Program to public companies, chief finance officers (CFO) and individuals tasked with corporate governance. Topics discussed include background of the Program, results of its enforcement actions since 2010, and amendments to its anti-retaliation protection. Also mentioned is the Program's payout policies and strategies for companies to mitigate fraud.

The article discusses the role of chief financial officers (CFO) in preparing their manufacturing organizations to meet the challenges of the transformation to digital manufacturing. Topics discussed include the impact of digital manufacturing, coverage and goal of digital manufacturing, challenges and opportunities for CFO and finance organization that adopt a digital manufacturing approach and changes in manufacturing strategies and business models.

The article looks at the challenges to be faced by chief financial officers (CFOs) in 2019. It examines the impact of a a decline in the performance of the U.S. and Chinese economies on global growth. It also assesses the effects of trade wars on the U.S. labor market, digital technology investments, and employee recruitment and retention. Companies are also expected to adopt digitization and artificial intelligence in their long-term strategy.

An interview with Mark L. Frigo and Richard J. Anderson about their paper "Creating and Protecting Value: Understanding and Implementing Enterprise Risk Management," based on the Committee of Sponsoring Organizations of the Treadway Commission (COSO) enterprise risk management (ERM) framework is presented. Topics covered include the strategic risk assessment process, examples of companies using effective ERM and the barriers in implementing the 2017 COSO ERM framework.

An interview with retailer Gap Inc. chief finance officer (CFO) Teri List-Stoll and global supply chain CFO Bemjamin Stefancic in March 2020 is presented. When asked on the CFO's role in supply chain management, List-Stoll cites the CFO's engagement in day-to-day operations and strategic direction of the company. Stefancic states that they use robotic process automation (RPA) in distribution centers, especially in the online side. He notes that the CFO should be current events-conscious.

The article presents an interview with Pablo Bradbury, chief financial officer (CFO) of DHL Express USA, and Christian Cuzick, vice president at finance at Johnson & Johnson Vision and IMA Chair. Bradbury and Cuzick discuss the most important ways that the CFO role is changing. They also talk about the impact of the rapid evolution of technology on CFOs and the potential impact of robotic process automation (RPA).

The article focuses on the new role to play by the chief financial officer (CFO) in this new age of digital disruptions, constant hacking and other major corporate risks. Topics discussed include cyber risk as a fundamental challenge to business in the U.S., measures undertaken by the European Union to ensure that preventing cyber risk becomes the CFO's responsibility and improvements in cyber risk management and disclosure being ingrained in accounting training and standardized practices.

The article looks at how forecasts of global economic growth in 2018 could impact how senior finance officers and chief financial officers (CFOs) manage their businesses. Information is provided on the growth of consumer confidence, the economic consequences of Brexit, Great Britain's exit from the European Union (EU), and U.S. tax reform.

The article discusses how chief financial officers (CFOs) can monitor the continuous risks associated with operations to ensure earnings aren't negatively impacted. It covers the differences between direct and measurable losses and indirect and unmeasurable losses before describing metrics to reduce such risks including calculation of employees divided by finance employees, unit cost per management report, and management reports per employee.

The article reports on the results of a 2023 survey of nearly 300 controllers and chief financial officers (CFO) in a variety of industries conducted by the Controllers Council.

The article reports on the results of the survey about the priorities of chief financial officers (CFO), including assessing functional strategy, scope, and design, and planning and sequencing finance transformation activities.

The article discusses the standardization of knowledge for white collar, or knowledge, workers, including in regard to the anti-standardization bias in management and the role that chief financial officers (CFOs) play in standardization. An overview of the impact that the knowledge standardization allegedly plays in business cost increases, is provided.

The article discusses the opportunities and challenges confronting chief financial officers (CFO) worldwide in 2017. Also cited are market uncertainties seen in Europe based on 2016 data from the International Monetary Fund (IMF), the results of the Duke University/CFO Global Business Outlook survey, as well as the possible effects of such global events as the exit of Great Britain as member of the European Union (EU), and the election of Donald Trump as U.S. president.

The article discusses developments in management accounting as of February 2017, particularly the introduction of the operational income statement (OIS) that can facilitate the work of operational chief financial officers (CFO). Also cited are the book "Painting with Numbers," by Randall Bolten on income statement, as well as how OIS improves operations in finance, sales and marketing.

The article examines what the possible exit of Great Britain from the European Union means for Chief Financial Officers (CFOs) in the U.S. and Canada. Alex Eng, Vice-President of US Corporate Finance for EDF Renewable Energy, Stephen Smyth, Chief Financial Officer of Brookfield Financial and Matt Dolphin, head of finance transformation at British Airways, share their concerns. For some firms, a prolonged decline in the value of the British pound will affect profitability.

The article focuses on the importance of innovation in value creation at high-performance companies. It talks about healthcare company Johnson & Johnson and its innovation strategy which is aligned with the tenets of Return Driven Strategy which ethically creates customer value to help build business value. It recommends established companies should act more like startups and talks about chief financial officer keys to success.

The article offers information on chief financial officers (CFOs). The author says that CFOs need to facilitate informed decision making so that organization value can be enhanced. According to financial expert Darren Griffith, CFOs can take specific measures to ensure that their firms are more resilient during times of high volatility.

The article discusses the U.S. Securities and Exchange Commission's efforts to strengthen its whistle blower program and how company chief financial officers can address potential violations by establishing rigorous internal compliance programs. Topics covered include the definition of whistle blower and the seven largest SEC whistle blower awards.

The article focuses on various challenges to face by chief financial officers (CFOs) in 2016. Challenges include the slow economic growth in China, the concern over the geopolitical risk in the U.S., and the impact of interest rate on various companies in the U.S. according to CFO Bob McMahon of Hologic, a developer, manufacturer and supplier of diagnostic and medical imaging systems.

An interview with Tony Davila and Marc Epstein, authors of the book "The Innovation Paradox: Why Good Businesses Kill Breakthroughs and How They Can Change" is presented. Topics discussed include the Startup Corporation concept incorporating both the strength of startups and capabilities of established companies; suggestion for chief financial officers to treat incremental and breakthrough innovation differently; and recommendations in the area of budgeting and planning.

The article discusses partnership between chief financial officers (CFOs) and chief human resources officers (CHROs) in human capital analytics. Topics include the Talent Quotient tool for measurement in human resource management (HRM), the use of human resources (HR) metrics to incentivize employees, and the use of strategy maps. The calculation of Retention Risk Scores (RRSs) for employees and the use of investment-based pivotal employee turnover (IBPET) are also addressed.

The article discusses management accounting practices, with a particular focus on the duty of management accountants to provide executives with financial insights. Details on communication between chief financial officers (CFOs) and internal clients and decision makers are presented. Topics include cost allocations, the causality principle of costing, information design, activity-based costing (ABC), and real-time data.

The article discusses ways in which financial executives can foster innovation in their businesses. Topics addressed include an overview of the different roles of chief financial officers in companies, including risk management, stakeholder communication, and strategic planning, how execution and discipline surrounding innovation can increase its effectiveness, and advice for managers to specifically communicate and teach innovative leadership.

The article profiles Benjamin R. (Ben) Mulling, an accountant and the chair of the Institute for Management Accountants (IMA). Details on his education in applied science and accounting are presented, as well as on his accounting career with firms such as Martin & Associates and TENTE Casters, Inc., where he was Chief Financial Officer (CFO). His family life and volunteer service at the IMA are also discussed, along with his goals for the organization.

The article discusses brand value measurements, with a particular focus on their use by chief financial officers (CFOs) in reviewing past marketing expenditures and quantifying the predicted benefits of future marketing expenditures. The authors discuss the reporting of brand value acquired in a business combination and methodologies for calculating and forecasting brand value. Chief marketing officers (CMOs) are also discussed.

The article discusses how members of corporate finance teams need to broaden and upgrade their leadership-related skills in relation to efforts to achieve corporate growth. The attitudes of chief financial officers and human resources executives are mentioned in relation to the development of leadership qualities and abilities. Financial modeling and cyber security strategies are examined, as well as risk management. Core competencies and critical-thinking are also assessed.

The article discusses business partnering for chief financial officers (CFOs). The author maintains that effective partnering requires that CFOs be able to educate their peers in other departments about the financial and business consequences of their decision-making. To develop the right frame of mind the CFO as partner needs to fully understand how his or her company makes money, how to manage opportunities and risks, and how to create reliable estimates and road maps for new initiatives. and

The article talks about the Mergers and Acquisitions (M&A) process and gives recommendations for chief financial officers (CFO) on how to close such deals. Topics include proactively creating opportunities by answering phone calls and avoiding negativity, creating value and strategic synergies, and nurturing an integrated vision through personal meetings and highlighting the positive aspects of both parties to the deal. Other topics include regulatory challenges and successful bidding.

The article discusses the utilization of business analytics by chief financial officers (CFO) to make better business decisions. Topics include Big Data and information technology (IT), business analytics from predictive analytics to prescriptive analytics, and the challenges and risks of using Big Data and replacing or undervaluing traditional skills. Other topics include focus, differentiation, and cost leadership strategies and validation and rationalization of critical performance indices.

The article discusses ways to solve market concerns about non-Generally Accepted Accounting Principles (non-GAAP) reporting. Topics covered include the temptation for chief executive officers (CEO) or chief financial officers (CFO) to play the Numbers Game, the susceptibility of firms new to the equity markets to the temptations of non-GAAP reporting, and the retrospective nature of financial statements. INSET: Getting Back on Track.

An interview with Darren Snellgrove, chief financial officer (CFO) for healthcare device subsidiary company Johnson & Johnson Innovation, is presented. When asked on the primary reasons innovations should be a CFO's top priority he mentions the increased pace of innovation and the need for CFOs to make this their priority. He talks about the creation of Johnson and Johnson Innovation and its work in industrial collaborations. He comments on his collaborative leadership style and value creation.

The article looks at the role of the chief financial officer (CFO) in business enterprises as of 2014. It reports on a trend of CFOs taking on an expanded role in the overall strategic planning of the firm, as opposed to merely overseeing the finance function, and offers recommendations for enhancing and performing effectively in that expanded role. Topics include budget cycles and communication with other executives and with customers. INSET: A CFO's Cheklist for 2014.