Risk appetite, risk measurement, culture and governance, data management, risk controls, scenario planning and stress testing are among the critical components of a successful enterprise risk management program. How can firms blend these ingredients on the path to implementation?
We recognize our Four Pillars of CFO Success have some key dependencies. That is why we created the Other section under Courses at CFO.University. These areas are important in their own right. Each one supports all Four Pillars of CFO Success. These areas are included in our Other Courses section and include; Human Resources, Technology/Digital Transformation and Career Management.
COVID has transformed nearly every aspect of daily life, including the performance of privately held businesses. In fact, nearly 5 million businesses in the U.S., the vast majority of which are privately held, received over $520 billion in PPP loans to help shore up cash flow needs. However, not all companies have been affected the same. Many industries, such as restaurants and retail, are suffering, while others including some tech and online retailers, are benefitting. As many businesses’ financial performance have been significantly altered during this period, the question must be asked: how have their valuations been impacted?
For those of you unfortunate enough to have been within earshot when I have started to talk enthusiastically about my spreadsheet work (we’re a rare breed I know…), you may be familiar with the phrase “FAST modelling”, “FAST standard”, or something similar.
Today, many organizations – both private and public alike – are under pressure from owners, executive management, and activist investors to improve financial/operational performance necessary to either maintain their competitive leadership or to address financial challenges posed by today’s economy. When any of the following occur, the organization can benefit from a prescriptive review of their operations:
