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M&Ade For CFOs

Essential elements for CFOs when doing a deal

The role of today’s chief financial officer (CFO) is more complex than ever. It’s become increasingly important for CFOs to be efficient operators of their finance business, stewards who manage to preserve value, catalysts for changes that drive new efficiencies and strategists in a new, post recession environment.

Visit Deloitte's CFO Center page and subscribe to to our CFO Insights series. 

Featured content

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.
The value killers revisited
This study examines the drivers of major value losses from 2003 through 2012. The losses, while distinct, were often driven by similar underlying risks across five major themes, one being M&A.
CFO technology insights – Secrets of M&A masters
View a video about trends and best practices in M&A from Oracle and Deloitte.
Q3 2013 Signals results: Growth through M&A
Are companies expecting significant deals over the next year?
Bridging the gap: M&A
Directors and CFOs agree on deal strategy, but differ on each other’s performance related to M&A deals.
10 Questions for inbound U.S. investors
Navigating the many questions inherent in making an M&A or greenfield investment in the United States.
Deal or no deal: Can busted M&A deals be avoided?
By identifying targets with low quality financial reporting early, CFOs can factor in the potential added costs and decide if the deal is one they should continue to pursue.
CFO insights: Foreign direct investment
As companies look overseas for new opportunities, chief financial officers need to take a leadership role in examining the benefits and risks of cross-border merger and acquisition activity.
Which M&A Strategy is Best – One Big Deal or Several Smaller Ones? Which M&A strategy is best – one big deal or several smaller ones?
Today’s economic environment creates temptations that even risk-averse companies can find hard to resist. CFOs with access to cash reserves and low financing rates are eyeing large, possibly undervalued, companies as potential acquisition targets.

 

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As used in this document, “Deloitte” means Deloitte LLP and its subsidiaries. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. 

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