In this CFO Talk Steve invites Data Analytics expert Prashanth Southekal to share his expertise on an area of growing importance to the CFO, Data Analytics. Prashanth’s crisp, lesson-filled answers squarely address Data Analytics from the CFO and business leaders perspective in eye popping fashion. I encourage you to have a word document open and your keyboard ready throughout this interview. There is a lot to be learned.
If your organization is like most, you’re likely seeing less attention paid to development planning.It’s understandable.
Leaders face time challenges like never before. Teams are increasingly distributed across geographies, making connections complex.
A strong risk culture, a proactive board and operational resilience are among the keys to successful reputational risk management.
As Warren Buffett once said, “It takes 20 years to build a reputation and five minutes to ruin it.” This rings especially true today, as high-profile crises – including handling a pandemic, economic collapse, cyberattacks, product recalls and damaging social media posts – are prevalent.
Models are all around us — integral and important to operational efficiency — but the risks that they sometimes pose can materially impact the financial well-being of even the most well-structured organizations. In order to understand the risks, we must first define what a model is and what the inherent risks are when operating a model.
Our brains are hardwired to sense threats. And not just physical ones: when we perceive something as a threat to our ego, stability or sense of belonging, the part of the brain that regulates our emotion catches fire. When that happens, and we’re full of emotion, we struggle to think clearly and rationally.
