CFO.University and Steve Rosvold
In this 3-part series we will share 6 topics that will help you navigate the new waters of today’s economy.
The topics include People, Leadership, Profitability/Cash Flow, Funding, Technology and Your Professional Growth. We will include actions finance leaders can take to thrive in an environment where others are trying to survive.
You can catch up with Part I here, Managing Your Team and Career Through Today’s ‘New’ Economic Realities
In Part II we cover Profitability/Cash Flow and Funding
A key responsibility of Finance leaders is to shed a bright light on business performance and the key drivers that are enabling or hindering meeting performance goals.
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Vineet Jain
The term “Finance transformation” gets more and more attention these days. This is a very complex subject and requires a clear definition. Finance transformation is a strategic initiative through which a CFO reimagines, restructures, and optimizes its financial operations, systems, and processes to achieve higher levels of efficiency and effectiveness. This definition itself is very inclusive and result-based but also presents another question, where does Finance Transformation start? Finance Transformation is a process that begins with a visionary outlook and well-defined short and medium-term objectives. At its inception, the Chief Financial Officer (CFO) plays a significant role in shaping this vision. They chart the course for a comprehensive overhaul of financial operations that aligns with the organization’s evolving goals. This process demands a thorough evaluation of existing financial processes, systems, and methodologies to identify areas that require improvement and innovation.
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CFO.University and Steve Rosvold
Most of today’s business leaders are experiencing a convergence of economic events unprecedented during their careers.
High relative interest rates, low unemployment, the most transient workforce in 50 years, a complete rethinking of where we work from, and a plethora of technology choices are overwhelming finance leaders and their teams. This comes on top supply chain disruptions that have whipsawed the price of inputs making margins unpredictable for many businesses.
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Steve Rosvold
We work our whole life to acquire things. Yet, when our physical being perishes we go empty handed. I guess that is what drives many of us to believe in an afterlife. When we die, our legacy in this life becomes the yardstick we are measured by.
Most of us hope our legacy includes being remembered as a giving person. My concept of a giving person is one who contributes more to society than they take. Undoubtedly, this is an imprecise definition, open to interpretation. “She was a giving person”, “He gave all of himself to the cause” or similar phrases are frequently used when people are being eulogized. To give something implies, we acquired or control whatever it is we are giving. Acquiring is pretty close to taking even if there is some type of exchange for it. Is “giving and taking” simply a zero-sum game?
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Ehab Sobhy
The impact of artificial intelligence (AI) on the finance and planning (FP&A) career is undeniable. AI has the potential to revolutionize the way FP&A professionals work, allowing them to focus more on high-value tasks and less on manual, time-consuming processes. In this article, we will explore how AI is changing the FP&A career, the benefits it offers to professionals, and the potential challenges to consider.
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