The CFO Agenda
It’s no revelation that CFOs manage the lifeblood of any organization – capital. But the best CFOs know where to find capital at the right cost, where to put it to its best use in the organization, how to make it deliver the most value, and when to expect results.
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.
Marking time – the problem of excess cash
In this economy, excess cash isn’t always a bad problem to have – however, keeping it on the books isn’t always the answer. When excess cash sits on the balance sheet, it’s not being utilized for initiatives that further innovation or growth. While cash distribution may temporarily satisfy impatient shareholders, returning cash won’t be enough to meet long-term expectations.
Pricing for profitability: What's in your pocket?
For CFOs, pricing can expand earnings faster than cost cutting.
Capital expenditures: Will your investments deliver the desired result?
Capital expenditure planning provides CFOs visibility into how the portfolio is doing, where the money is being spent, and whether the company is getting the returns it wants.
Building a working capital improvement program that sticks
Making working capital more efficient can free up cash for other uses to drive growth and shareholder value. Learn the elements of building a working capital improvement program that has staying power.
Capital expenditure planning: Using metrics to monitor effectiveness
Understand how using a common set of metrics across both capital planning and operational planning can help increase the effectiveness of capex programs and the ability to monitor them.
Taking the emotion out of capex decisions with a planning framework
CFOs are being challenged to make capital work harder.
As they gear up for what hopefully will be an economic recovery, many CFOs are contemplating how to fund growth in a low cost and tax-effective way.
Are you mispricing investment risk?
The nature of equity risk premiums in the current environment and how volatility can affect those calculations.
With estimates of some $2 trillion sitting on corporate balance sheets, what are U.S. CFOs doing with that cash?
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.
An effective strategy to counteract a delicate economic environment and transcend shareholder value is to make capital expenditure planning a core competency tightly woven into an organization’s corporate fiber.
Are you using allocations as a management crutch?
For many finance teams, allocations are an article of faith. But today, some companies are questioning their real value as a management tool. Who’s right?
CFO article archive: Tax
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.
The price of pricing effectiveness
Is the view worth the climb?
Sustainability: Developing key performance indicators
Many companies have already offshored their shared services operations and many others are giving it a close look. Has the window closed? Or can companies still reap the benefits?
A tale of two capital markets
The split between cash-rich businesses and those in need of capital has set the stage for a bifurcated economy, with growing challenges for small- and medium-sized companies. Depending on where you stand, the debt maturity crunch ahead could either look like a crack in the pavement or the entrance to the Grand Canyon.