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  • Time: Protecting your irrecoverable asset
    Screening, scheduling, routinizing, and delegating are some of the ways new finance chiefs can protect their time and focus on the truly important items.
  • What's keeping CFOs up in 2014?
    While the economic landscape may be (thankfully) tamer, the pressures on finance chiefs and their companies to perform continue to mount.
  • Making working capital work
    For CFOs charged with growth and determined to steer strategy, there may be no better place to look for cash than in working capital improvements.
  • Financial statements: Framing your judgment calls
    Equipped with a formal framework, finance chiefs can help avoid once-in-a-lifetime events that could sideline a company or cost heavily in terms of time, reputation, and at worst, regulatory scrutiny, fines, and restricted access to capital.
  • Why globalization demands (C)hief (F)rontier (O)fficers
    The CFO’s training is highly relevant to the new era of globalization, and finance’s increasingly global lens enables the function to structure and execute good deals across borders and mitigate enterprisewide risks.
  • 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.
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