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  • The case for a close czar
    The close czar can proactively identify issues and help management make timely decisions, set expectations, and help meet stringent financial reporting deadlines.
  • Investor relations: What new CFOs should know
    CFOs want external stakeholders to view them as having high integrity, strategic thinking, being a competent steward of shareholder resources, and of course, being right.
  • Deal or no deal: Can busted M&A deals be avoided?
    By identifying targets with low quality financial reporting early, CFOs can factor in the potential added costs and decide if the deal is one they should continue to pursue.
  • De-risking pensions: Can it be done?
    By evaluating their plan options as well as future economic considerations, CFOs can develop a roadmap to help with de-risking over time.
  • Fiscal cliffhanger: Steps CFOs should consider now
    A look at some options that either closely held or publicly traded companies can potentially use to help offset fiscal cliff uncertainty.
  • Using econometrics to bolster scenario planning
    Scenario-based planning using econometric analysis can enhance the competitive advantage of a business and position an organization to be better able to adapt to an ever-changing business environment.
  • Data-driven: The new CFO/CIO dynamic
    In this data-driven age, CIOs and CFOs need to work more closely. CIOs need to make the business aware of the information available and CFOs have to identify the kinds of information needed.
  • Making decisions that matter
    Many organizations understand they need to improve the quality of decisions that matter. Whether they are actually able to do anything about it is largely in the hands of two people: the CFO and the CIO.
  • Sustainability: Why CFOs are driving savings and strategy
    Viewing the CFO’s role through a sustainability lens ensures that the long-term economic viability of the company coincides with a balanced view of the environmental impact.
  • Leading the multigenerational finance department
    At a time when critical skill sets are increasingly difficult to secure and retain, finance leaders should have a clear view of how to attract, develop, and retain people of diverse backgrounds and generations.
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