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Elements: Infrastructure

The CFO Agenda

Think about the infrastructure components supporting your business at this very moment – from technology to talent, real estate to finance systems. CFOs know how to ask the tough questions to help get better results from infrastructure investments. In the end, if the whole isn’t greater than the sum of its parts, then somebody has a lot of explaining to do.

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Featured insights

Reassessing IP strategies in a disruptive age
The twin currents of patent law change and accelerating technological transformation and disruption have made it essential for business leaders to master the dimensions of IP management through a contemporary lens.

Talent: Building the team you need now
Knowing critical trade-offs and how to effectively gauge skills may help you better navigate.

Workplace redesign: Turning your environment into a productivity machine
Why it’s important for companies to create a unified strategy across three workplace elements and how CFOs can foster the practices that achieve it.

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.

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.

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.

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.

Is the cloud within your reach?
The decision on cloud computing is broader than the information technology department and requires a productive working relationship between the CIO and the CFO.

How-and why-CFOs can lead business data analytics
Business analytics provides sophisticated tools to analyze data for competitive advantage in new ways, providing real-time insights across the value chain, from inventory management to pricing.

Overhauling finance operating models for more effective FP&A
As finance expands its support to the broader organization, CFOs should make sure the appropriate structure is in place to operate effectively in an outward-facing role.

Bending the cost curve on health care
Armed with correct information about medical care, treatment, and prevention, CFOs can get a handle on their health-care costs.

Managing the transition triangle: Time, relationships and talent
While there is no single formula for CFO transitions, there are three critical resources that CFOs must manage successfully as they take the reins: time, relationships and talent. Learn techniques that can help transitioning CFOs manage these resources effectively.

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.

The mobile revolution: Is your IT department up to the challenge?
As advanced mobile technologies, sophisticated user expectations, and innovative usages continue to emerge, could utilizing traditional IT approaches – and skill sets – cause companies to miss out on the mobile revolution?

From CFO to CFO: The power of data analytics
How data analytics is changing the contributions finance can make within an organization.

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.

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.

CFOs and CIOs: How do you know when to reach for the clouds?
A decision on cloud computing is broader than the information technology department, and requires a productive working relationship between the CIO and the CFO.

CFOs and CIOs: How can you mitigate concerns when moving to the cloud?
Decision makers should consider how cloud computing can transform their organization and redefine the strategic use of information technology.

Why brand stewardship is a CFO’s job
By teaming with marketing and allocating the appropriate resources, CFOs not only can protect and defend one of a company’s most precious assets, but become brand champions in the process.

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.

CFO article archive: Strategy and operations
Deloitte writes and compiles a regular stream of CFO-centric content and timely features, including research, topical digests, perspectives, and insights and technical analyses, in a special section of CFO Journal, an online publication from The Wall Street Journal.

CFO article archive: Talent & career matters
Deloitte writes and compiles a regular stream of CFO-centric content and timely features, including research, topical digests, perspectives, and insights and technical analyses, in a special section of CFO Journal, an online publication from The Wall Street Journal.

Executive compensation: Plan, perform & pay
As major economies show signs of recovering from the 2008 recession, compensation can become more decisive to retaining and motivating critical senior executive talent.

Sustainability: Developing key performance indicators
As sustainability, carbon, and climate change initiatives become more widespread, CFOs are likely to be called upon to develop and report sustainability performance indicators, especially those with direct and material financial implications.

Who do you want driving your finance transformation? The finance team veteran or the killer project manager?
Already have a finance team veteran with a gift for project management? Lucky you. Everyone else has to choose. Here’s one way to work through this important decision.

The finance talent challenge
Developing finance talent programs that keep top talent committed and challenged can thwart separation triggers.

The sustainability imperative
Given the opportunities for increased revenue and reduced costs associated with sustainability efforts, it makes sense for finance to steer the strategic course of their companies’ efforts.

Globalizing finance? Not so fast
On the question of globalizing finance operations, the jury is in.

Beyond consolidation: Unlocking value from shared services
CFOs may have a bottom-line motive for at least considering shared services for their company—and those that already use shared services may have a case for increasing its contribution to the business.

Finance transformation leaders - On the line and off the record
Not every finance transformation (FT) initiative feels like a hurricane coming ashore, but plenty of them do. And for good reason. Major projects can challenge even the most experienced leaders, especially when the work is global or when there are other closely related initiatives underway at the same time.

Finance transformation: Think à la carte, not overhaul
Deloitte has identified 10 key finance transformation challenges facing CFOs and finance organizations today – and the strategies to address them. Understanding these challenges and adopting proven strategies can help finance fulfill the expanded role and responsibilities it has at the executive table.

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