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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
The most up to date and relevant accounting, finance, treasury and leadership headlines all in one place.
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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Innovating the Accounting, Finance and Treasury (AFT) Functions
Double entry bookkeeping is a concept that is over 500 years old. You might ask, “What can we learn about innovation from an industry that old?”
A seminar conducted by KRM and the endersgroup at a Vancouver company focused on innovating AFT activities. The seminar provided a great example of an AFT team that is taking the lead in building an innovative culture at their company. They are doing this by making step function improvements in their AFT processes.
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?