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Governance & Controls – structure and controls.
Transaction Recording – systems, transaction processing and closing the books.
Reporting - efficient, timely and accurate information for decision making and meeting compliance requirements.
Business Planning - provide the financial roadmap for the company with supporting analytics.
Financial Forecasting - integrate the company’s current performance relative to budget with the real-time business environment.
Investment Analysis - the framework to analyze new opportunities as they present themselves.
Cash Management - the discipline to ensure cash is available to operate the business normally.
Funding - Planning for and raising funds to meet the needs of the business.
Risk Management – Identification and mitigation of key business risks.
Self-Awareness - Internal.
Team Building - External.
Strategy & Culture – Motivate people to follow you.
CFO.University is built around the Four Pillars of CFO Success. These Pillars are supported with Core Competencies. Our framework allows you to master your role as a senior financial officer. The Four Pillars are made up of:
Accounting – Governance & Controls, Transaction Recording and Reporting
Finance – Business Planning, Financial Forecasting and Investment Analysis
Treasury – Cash Management, Funding (Capital Raising) and Risk Management
Leadership – Self Awareness, Team Building and Strategy & Culture
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Bringing the learning needs of our Member-Scholars directly in contact with thought leaders from CFO.UNIVERSITY Staff, Affiliates and other Member-Scholars.
Practical, real world subject matter that you can immediately convert to value for your company and your career is the basis for our CFO-centric learning model
Our Supply Chain Risk Assessment to gives you a quick take on how developed your Supply Chain Risk Management System is.
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Businesses often get tied up in hidden red tape. Staff members develop habits and create processes that over time cause delays and increase costs. Sometimes these unnecessary steps are an unforeseen result of company policy. They may be a holdover from a previous ownership. They could be the result of an imperfect amalgamation of companies, where managers adhere to old procedures while imposing the new. All these process kinks accumulate over time, creating inefficiencies that add nothing to customer value.
Planning for upturns and downturns in the business cycle can mean the difference between prosperity and failure. Forewarned is forearmed, and business executives should plan for the worst as well as the best.
There are three fundamental steps one can take to ensure their companies not only survive but thrive during economic turbulence.
From Seattle to Charleston, tower cranes are dominating the skylines. New construction projects seem to be on every street corner in most metropolitan cities these days. With all of this activity, the possibility that damage may occur on one of those projects; insurance may be needed to pay for the damage; and the owner, developer, and contractors may be confused as to which policy should respond is foremost on the minds of claims professionals.
Among the leaders I work with—all very senior and all deeply experienced—nearly all bemoan (in their own ways) how “long everything takes.”
SPEED BUMP: It doesn’t need to take so long.
We’re awash with stories about tech companies: they “fail fast,” they try and repair, they’re agile, they have bias toward action, and so on. These are all empty phrases. Yes, smaller, less established organizations can experiment sooner, try more, etc. But what if we’re not a small, exploding tech organization? Does time to decision matter?