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.
The articles below and others are available in PDF. Also see our CFO Insights bi-weekly thought leadership.
Ajit Kambil, global research director for Deloitte's CFO Program, discusses how incoming and established CFOs can overcome being perceived as naysayers and instead be viewed as value creators.
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.
Frank Friedman, CFO of Deloitte LLP, discusses how data analytics is changing the contributions finance can make within an organization and the need for a different type of talent.
CFOs are being challenged to make capital work harder. Learn leading practices for building a capital expenditure planning framework and bringing greater objectivity to investment decisions.
Although the SEC's Conflict Mineral Rule presents new compliance challenges, read why efforts to comply with the rule may provide CFOs insights for cost-saving opportunities.
Trends in global capital markets are discussed in this article from “Global Capital Markets Perspective,” which looks at nine financial instruments across major regions around the world.
Learn ways CFOs and companies can reduce the costs of their employer health care plans while contributing to employees' improved health.
Read two case studies on steps management took to help narrow a gap between their perceptions of a company’s value and those of investors and analysts.
Deloitte's 2012 Individual Life & Annuity Operations Benchmarking Studies. found that cost consolidation of finance, offshoring and outsourcing can be effective ways to reduce insurers’ cost structures.
Joe Echevarria, CEO of Deloitte LLP, discusses three areas where financial leaders need to be looking in order to set the stage for tomorrow's growth and CFOs' unique opportunity to shape future successes.
Globalization and other trends are making supply chains more complex. Learn what global companies are doing to help improve supply chain visibility, flexibility, resilience and control.
As CFOs take on larger roles as chief communicators it’s important to understand any gaps between management's and investors' perceptions of the company's value and close them before misperceptions spread.
A report from MIT Sloan Management Review in collaboration with Deloitte found CFOs only half as likely as CEOs to view social business tools as important to their organizations.
Leading organizations recognize that CFOs and CIOs are two executives with the knowledge to help their organizations improve decision-making. Learn about the opportunities for these two leaders to collaborate.
To thrive In the post Dodd-Frank era, financial institutions may find benefits in creating an enterprise-wide regulatory 'air traffic controller,' restructuring the business and increasing transparency through analytics.
When facing cash deployment options, decision support tools and financial modeling can help with comparing alternatives, making trade-off decisions and reassessing strategy as conditions change.
Paul H. Keckley, executive director of the Deloitte Center for Health Solutions, offers CFOs insights on the ACA’s potential impacts on cost, revenues and compliance, as well as opportunities and challenges.
Sustainability has become a valuable weapon in a CFO's cost-cutting arsenal, according to a Deloitte study. Learn why, and how to extract more value from sustainability endeavors.
A Deloitte survey shows that outsourcing continues to grow as a standard business strategy. CFOs can play an important role to steward the value of outsourcing and help achieve efficiencies.
Read about the SEC’s final rule on conflict minerals, including differences between the proposed rule and final rule, reporting and disclosure requirements, and related developments.
Frank Friedman, CFO of Deloitte LLP, discusses how he employs scenario-based planning, together with econometrics, to foster a continual assessment of strategic actions to be taken.
CFOs can build scenario-based planning models with econometrics to establish action-oriented processes to prepare for, and respond to, a range threats, from market challenges to global paradigm shifts.
Global competition for water is poised to become a high-profile risk. Learn how organizations can proactively manage risks, including identifying risk metrics and brand leadership issues.
Scenario-based planning using econometric analysis can help CFOs develop strategies for addressing and adapt quickly to unexpected threats, from competitive shifts to economic and political volatility.
When forming a new company from a carve-out, “blueprinting” can help in establishing a treasury organization with the core capabilities needed for Day One readiness.
CFOs are ideally positioned to lead their organizations in leveraging analytics to create lasting and profitable customer relationships and help drive profitability.
Overhauling supply chain management can be a rich source of working capital improvements. Learn how top-performing companies make working capital work harder and the stages of a working capital improvement program.
A survey of 20 leading companies found that improving working capital performance requires balancing customer service and level of finished goods inventory, high forecast accuracy and relatively low SKU count.
Water scarcity has the potential to disrupt business and supply chain operations and increase costs. Understand why water stewardship is a CFO issue and steps for developing a water strategy.
How to be effective in the global economy and the boardroom: CFOs offer lessons learned on the journey
Blythe McGarvie, former CFO of two companies, and CEO of Leadership for International Finance, discusses what is needed to be a successful leader in a global organization and the boardroom.
Leading CFOs are focusing on capital deployment and strategic growth to help their companies weather the economy and are reshaping their finance teams to adapt to greater demands.
Supply chain disruptions have highlighted the downside of relying on a few economies, causing some companies to explore emerging trading networks, such as Africa and the Middle East.
CFOs can navigate transformations more effectively by understanding the sources of resistance to change and using practical tools to diagnose and navigate change efforts.
Learn how finance professionals are using new technologies and innovative approaches to increase the efficiency of global finance organization processes In the “Last Mile” of Finance.
Gleaning information from Deloitte's CFO Forums, CFO Signals surveys and Transition Labs, CFO Insights discusses CFOs' core concerns that threaten the performance of finance.
As companies turn toward M&A to accelerate growth, CFOs are being asked to play a far more prominent role in evaluating prospective transactions by both CEOs and corporate boards
Frank Friedman, CFO of Deloitte LLP, discusses how he has expanded the position since taking office and what CFOs can do to make their transition successful and effective.
Research into the behaviors of companies with superior performance indicate that there are attributes of stability and change that can be systematically associated with success or failure.
Convergence is helping to transform the life sciences industry, and CFOs have a major role to play in the process, as discussed by R. T. "Terry" Hisey, vice chairman and U.S. Life Sciences leader for Deloitte LLP.
Strategic ambiguity causes CFOs major stress, according to several Deloitte CFO Signals™ surveys. CFOs can address strategic ambiguity by leveraging data and the planning and performance management cycles.
A Deloitte Forensic Center report discusses steps companies seeking to conduct business internationally can take to perform effective due diligence on international business partners and help avoid common pitfalls.
Assessing and realigning an organization's footprint can be costly and time consuming. Companies that do so can realize short-term financial benefits and likely better position themselves for success.
Managing energy strategically can help not only to reduce costs but also to mitigate and manage risks, as discussed in Deloitte Insights.
In a globalized manufacturing environment, some firms are seeking risk-adjusted supply chains that are more nimble and resilient to uncertainty and are moving to a more localized production model or near-sourcing.
As the tracker of corporate performance, CFOs can help their boards ensure that sustainability programs build shareholder value and have metrics linked to the business.
A survey of Fortune 1000 executives, conducted by Deloitte Consulting LLP, showed 80% of respondents expecting to pursue cost improvements.
CFO Insights discusses the challenges companies face in emerging markets, which growth strategies have tested to be most effective and ways CFOs can tailor their strategies to achieve success.
In challenging times, CFOs often counsel caution with respect to innovation; yet forces reshaping markets worldwide are creating opportunities for growth, and caution should not blind us to the growth we need.
Viewing the cash allocation process as part of a long-term strategy to meet the organization's and shareholders' needs is perhaps the most critical starting point in developing a cash deployment program.
Despite the plethora of data, CFOs may not get the insights they need for decision-making. Effective management reporting focuses on the trends and business drivers that affect performance and value creation.
James Quigley, Senior Partner, Deloitte LLP, and former CEO of Deloitte Touche Tohmatsu Limited discusses the book, As One, leadership archetypes and ways executives can build shareholder value.
To address supply disruptions, CFOs are helping standardize supply chain strategies and operations and can use data analytics to integrate supply chains with business units.
Analytics can enable experimentation from which CFOs can quickly learn, allowing them to scale rapidly around priority areas, while also helping them understand the marketplace and identify opportunities for growth.
When determining an approach to cloud computing, businesses should take into consideration cost, flexibility, enablement and other factors for an effective strategy.
Developing an enterprise-wide strategy that treats energy as a manageable asset can help improve the efficiency of facilities and operations and offset the effect of future energy price increases.
Companies looking to improve innovation should focus on areas where 'disruptive innovation' is possible, according to Michael Raynor, author of The Innovator's Manifesto: Deliberate Disruption for Transformational Growth. Finance also can help foster an environment for innovation.
When creating a shareholder value program, CFOs can play a key role in setting the right tone and cadence of communication around progress, which can be as critical as the program itself.
Pricing management employing business analytics can shift the focus from sales volume to profit margins to help create a competitive advantage and sustainable benefits.
Tune in to this episode of Deloitte Insights to learn how companies can increase profitability through an effective pricing strategy.
Shareholder value programs can transform a business, its decision-making and management processes down to business units and functions to unlock value for shareholders.
Effective cost reduction often requires a focus on strategic and structural improvements, e.g., redesigning a company's operating model, consolidating operations to achieve economies of scale, and rationalizing product offerings and markets.
Watch Deloitte Insights to learn how business leaders of new businesses can apply the theory of disruption to deliver dramatic improvements in the survival rates of those businesses.
CFOs and their finance teams can use business analytics tools, which provide real-time insights across the value chain, to raise their influence in operational decision areas outside of core finance functions.
A majority of CFOs responding to Deloitte’s CFO Signals™ 3Q 2011 survey indicated concern that their strategies were not defined well enough or able to adapt to changing business environments.
Despite concerns over bleak macroeconomic conditions and financial markets’ instability, a majority of middle-market business leaders expect productivity to help drive improvement across a range of metrics.
Project portfolio management can help CFOs deliver enterprise-level project performance, helping to them address project effectiveness, identify problems or even terminate a project.
CFOs have an opportunity to take a larger role in shaping their companies’ strategic response to sustainability issues, according to a survey released by Deloitte Touche Tohmatsu Limited.
According to the “Shift Index,” a study by Deloitte LLP’s Center for the Edge, digital technology, public policy and other forces will impact how organizations achieve long-term growth and profitability.
A few companies have achieved the “triple crown” of business performance--superior revenue growth, profitability and shareholder returns--demonstrating three skills necessary to win.
As companies decide between growing their current business or growing beyond core operations, what’s key is where to look for growth: familiar territory or far afield. Each has its benefits and challenges.
For insurers, applying analytics and getting maximum return on the implementation is a complex process that requires support from the top down, including CFOs.
Learn how banking organizations can leverage data to gain insight, improve decision-making and find growth through the application of business analytics.
As sustainability requirements evolve, the finance function has a central role in supporting sustainability—a role that is expanding.
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