Most Asian workplaces seek harmony, but Deloitte argues that the “right type of friction” can lead to better outcomes. Among the courses of action: Cultivate cognitive diversity, encourage challenges over approval, and avoid early simplification
Whether investing in equipment or weighing the merits of an acquisition, CFOs typically rely on capital planning to help shape high-stakes decisions. But research suggests that biases can color the process. How can disaster be avoided?
New tools are giving CFOs the opportunity not only to play a greater role in M&A strategy, but also guide such efforts toward success. In addition to virtual data rooms, they include the interdependency accelerator and digital purchase accounting tools
As the workplace evolves, creating a sense of affiliation among millennial employees will become a challenge. By understanding their work-style types and employing strategies to engage them, CFOs can help foster commitment and empowerment
US-based Deloitte CFO Pete Shimer says emotional intelligence is critical to his ability to develop and sustain a talented finance team, and to foster trust, open communication and camaraderie among team members. How can you develop this soft skill?
At the start of the year, women occupied only 61 CFO positions within the Fortune 500, 12.5% versus 13.8% in 2015. Research reveals a number of common traits that offer lessons to anyone, woman or man, who aspires to the top spot
Few executives systematically think about how to use sponsorship as a means to catalyze change, but CFOs who make a personal commitment or lend the prestige of their office to an initiative or individual amplify their impact across the organization
Becoming a business partner means becoming a better communicator by producing user-friendly reports and other presentations that are tailored to specific audiences. CFOs can leverage fast evolving visualization technologies for help
Of the CFO’s many constituents, among the most important is the audit committee, which among others is responsible for oversight of the financial reporting process. What the audit committee expects of finance and how to deliver on them
As finance departments explore ways to partner with the business, the FP&A function is emerging as the pointy end of the spear. Is it time to envision a new operating model for FP&A, one that dramatically elevates its contribution to the organization?