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  • Can internal audit be a command center for risk?
    Armed with senior management's support, internal audit can leverage technology and data to better partner with finance – and contemporize its governance role to one that identifies and tackles the risks most relevant to the organization.
  • Realigning your portfolio for growth
    By approaching the realignment process holistically and rigorously, companies can create a portfolio that delivers sustainable growth, and better utilizes future investments.
  • So you want to be a corporate director…
    There’s no one way to go about a board candidacy, recruitment and preparation. It takes time – often up to two to three years – and a targeted plan.
  • Evaluating IT: A CFO's perspective
    Having both a common language and robust governance in place can lay the groundwork for assessing current and future IT architectures.
  • FP&A: What’s risk got to do with it?
    The practical application of risk-adjusted approaches within and across business units can help integrate strategic planning with risk and finance.
  • Social business: Taming compliance risks
    Without an eye toward compliance and governance risk, the social tools that CFOs see as fundamentally changing their business, could in fact harm it.
  • Defining - and delivering - your talent agenda
    The HR organization should be the natural partner to deliver this agenda. But many C-level executives transitioning to new roles find HR support inadequate.
  • How CFOs can own analytics
    Leading analytics to support operational decision-making requires a high-level commitment to shift the organization from a historical perspective to a forward-looking perspective.
  • Harnessing The Three Rules
    The three rules can guide business leaders in setting their agendas and making critical decisions despite the ambiguity and uncertainty in today’s environment.
  • Are you a strategic CFO? Seven essential questions
    The CFO can be a “pragmatic strategist” by addressing critical constraints, uncertainties and performance issues through tangible and realistic actions to move the company forward.
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