The Four “I … You” Statements That Can Change Your Life
What are the most rewarding aspects of your life?
I bet this is near the top of your list:
Personal relationships.
The CFO Playbook: 11 Metrics Leaders Should Use to Measure the Effectiveness of Their People Strategy
More than ever, leaders are looking to gain bigger advantages from their HR strategy. This is where data comes in. There’s no shortage of data to measure in HR, from turnover rate to benefits participation. But what data will give you the insights your organization needs to grow and succeed?
Ways to Jump-Start Improvement in Your Accounting and Finance Team
There are various ways companies implement performance improvement measures. This article shares a number that you can use to improve the performance of your accounting and finance teams.
CFO Talk: The CEO/CFO Relationship with Tom Burke - Transcript
Tom Burke, a serial CEO in the pharmaceutical space, shares his experience with senior financial leaders and how their role and their relationship with the CEO has changed during his career.
Speaking from experience, here is one of Tom’s messages to CFOs,
“I have been in companies where the CFO is referred to as the brakes, the brakes on the organization. I don’t think that’s in their best interest, number one, and two, that’s not really their
role. Their role is to determine how best to work in a given situation.
So, as the CEO’s partner, it’s important the CFO inform the CEO and leadership group about potential challenges. But I think it’s much more important the CFO is consider how ways we can make it work.”
Learn more from Tom on how CFOs can create value by partnering with their CEOs in this CFO Talk: The CEO/CFO Relationship.
Enjoy, Learn. Engage. Grow.
The CFO and Sustainable Finance Part IV
Including effective sustainability concepts into the financial strategy of companies is a major challenge CFOs face today.
The implementation of sustainable business models presents several aspects to consider. Among them, new skills that must be acquired to meet the requirements, complying with reporting obligations, complications arising from using non-financial indicators and compliance with the different global and local regulations stand out. In Parts I-III of this series I addressed these aspects. In the final part I address the challenges and opportunities for CFOs in these new business models.
