Successful female CIMA business leaders share their experiences of overcoming barriers and reaching the top. Inside:The barriers to successStrategies for successBeing a leaderWhat employers can doYour action plan for success
The balanced scorecard (BSC) can be used to translate an organisation’s strategy into terms that can be communicated and acted upon. This CIMA report focuses on how the BSC can be made practical through customisation. Key findings:
In the past two months, CIMA has been writing about the Eastern and Western models of corporate governance and how the two approaches have held up during the recent global financial crisis. This article is the final part of the four-part series of articles, and focuses on case studies of Asian companies and their corporate governance structures and practices.
CIMA’s report highlights how women frequently face additional challenges to advancing in male-dominated industries, and contains advice for employers on how to nurture and capitalise on female talent. Key findings include:
Learning curve models have many practical applications since they predict how long it will take to undertake future tasks. Management accountants must consequently take account of the impact of learning for planning, control and decision-making, says CIMA. Key Findings:
Most criticism regarding traditional management accounting and control concerns its short-term orientation. This CIMA research project explores the strategy of the managing director of a large Dutch car dealer, Van den Udenhout (VdU), to lengthen the time span of his managers. Highlights:
CIMA’s second global members’ salary survey shows a demand for management accounting expertise. Sectors currenly offering the highest salaries are oil, gas and alternative energy as well as the retail, consumer, FMCG, food and drink and transport sectors.
These case studies from CIMA highlight the need to embed risk management within more easily understood behaviours, consistent with the overall organisational culture. In each case, some form of internal audit team provides either an oversight function or acts as an expert link in that feedback loop.