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  • 2014 Q2 Global CFO Signals
    Little wonder that in many of the 11 country reports in this edition of Global CFO Signals, finance chiefs are reporting sustained optimism, a healthy risk appetite, and expansionary tactics.
  • Cybersecurity: Five essential truths
    Given the costs and the increasingly malicious nature of cyber attacks, CFOs are understandably focused on identifying potential cyber risks and planning their corporate responses.
  • 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.
  • CFO careers: Path to the top
    Is your finance organization prepared to partner with the business? Learn how CFOs are developing the next generation of finance talent.
  • 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.
  • Time, talent, and relationships
    There are three fundamental resources that executives must manage during a transition: time, talent, and relationships.
  • Integrated performance management: Plan. Budget. Forecast.
    How integrated is your performance management? Our latest report analyzed the survey responses of over 500 senior Finance professionals. See how your budgeting and planning processes compare to your peers.
  • Responsive working capital funds
    Explore how CFOs of public agencies can use more responsive working capital funds to achieve sustainable reductions while preserving or even improving performance of agencies’ core missions.
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