CFO Program

The role of today’s chief financial officer (CFO) is more complex than ever. CFOs are managing people, systems and technology infrastructure in the air of intense regulatory scrutiny and changing economic conditions. They're driving or adapting to strategic shifts in their companies' business models. And as always, they're ensuring that the finance organization performs its core accounting and reporting duties effectively and efficiently. As the role continues to expand and evolve, it's no wonder many financial leaders are frustrated by ever-increasing demands on their time and resources.

Featured content

  • 2012 Q2 Global CFO
    What a difference a quarter makes. If it looked like CFOs globally shook some of their gloom in the first quarter of 2012, that may have been an illusion. Pessimism is back again — in force. In fact, CFO optimism has decreased markedly in the majority of countries that track this sentiment since their last surveys.
  • Babies, bathwater, and best practices
    In our experience, most organizations today don't have to dig very deep to find people who are frustrated with planning, budgeting, and forecasting. You might even be one of them. And yet, it's possible to use that frustration to uncover clues about what may not be working. Time-consuming manual processes. Endless budget iterations. Wasted technology. Conflicting goals. Poor decision-making. These are the things you could easily do without. It may be time to rethink your approach.
  • A tale of two capital markets
    The credit crisis of 2008 and the volatile post-crisis environment create “a tale of two capital markets” for businesses today. The resulting call to action: new conversations between Boards, CEOs, and CFOs to frame capitalization and strategy playbooks in the emerging marketplace.