Oftentimes, the first place to seek understanding of the financial well-being of the organization is to examine the organization’s financial statements. However, GAAP accounting, supported by General Ledger systems, is designed to capture costs at the functional/department level and although they can be structured for P&L data at a granular level (e.g., office or branch), they may not deal with indirect/overhead costs, overlap/duplication, value creation, or activity fragmentation.

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In the turbulent and dynamic economy businesses face today one things remains constant; the need to increase efficiency and decrease the cost of day-to-day operations. CFOs and CAOs from organizations large and small are undertaking transformation initiatives and challenging their team to become faster, leaner and more scalable. Particularly when it comes to routine and recurring activities such as the month-end close, the demand is at an all-time high.

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Steve describes how the three As - Analytics, Automation and AI improve decision making, create efficiencies and even grow new revenue streams.

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This edition highlights a pivotal shift in how AI is reshaping operational efficiency, security, consumer behaviour, and enterprise strategy, all areas directly tied to CFO decision-making.

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CFO.University isn’t original in using the People, Process and Systems model. The terms “golden triangle”, “business triangle”, even the “eternal triangle” to describe this critical business triumvirate has been in the business lexicon for as long as I can remember. What we believe is unique in our CFO Foundation - People Process System Assessment Tool is the simple and effective way it directs us to the True North for your Accounting, Finance and Treasury (AFT) department.

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