39 captures
19 Oct 2000 - 23 Aug 2009
DECJANFEB
19
200820092010
About this capture
 
For full listing of reports, visit our Research Paper Directory
Structured management processes lead to better business performance
January 2009: To compete successfully today, companies need to look beyond operating efficiencies (that is, getting the right goods and services to the right customers more quickly and less expensively than their competitors) to improving their processes for managing performance. Many companies have invested heavily in performance management technology, but have placed less emphasis on performance management processes. Our survey of senior finance and IT executives reveals that companies that have adopted clearly defined, well-structured, repeatable processes for strategy setting, business planning, and decision making are more able to make well-informed and timely decisions in response to internal and external changes, among other business benefits.
Category: Performance Management; Strategies for the Finance Function
- Sponsored by Oracle
Download full PDF
2009 Salary Guide for Finance & Accounting Professionals
December 2008: This report, prepared by Ajilon and including data gathered by CFO Research Services, discusses salary data and employment trends for 2009. The Salary Guide provides salary ranges by region and job descriptions for the most common accounting and finance jobs, plus insights into CFOs' top priorities and their views on compensation levels and employment opportunities in finance. Also read their forecasts for what finance and accounting skills will gain importance in the coming year.
Category: Strategies for the Finance Function
- sponsored by Ajilon Finance
Download full PDF
No Stone Unturned—Strategies for Cash Management in Hard Times
November 2008: What actions are senior finance executives taking to ensure adequate capitalization to support their companies' growth over the next year? We queried senior finance executives at mid-size companies on their strategies for cash management in these extraordinary times and found that companies are taking a broad view to keep their companies well-funded. Finance executives say they are going "back to basics," pursuing efficiencies in both operations and the back office. They also are shifting their focus from revenue growth to bottom-line profitability, and are looking to optimize working capital as well as turning to more creative, "one-off" types of actions to reduce liabilities and free up cash. In this report, finance executives, in their own words, share how they're managing cash flow amid economic turmoil.
Category: Outsourcing, Cost Control & Other Practices; Strategies for the Finance Function
- Sponsored by American Express
Download full PDF
Exposing the True Sources of Profits—The links between business planning and the order-to-cash process
November 2008: As the financial crisis focuses companies’ attention on external events, we surveyed senior finance executives on their concerns for converting their companies' operations into cash, particularly their views on planning, budgeting, and forecasting practices and their order-to-cash processes. Our research finds that the finance function can be more influential in customer-facing activities, particularly pricing decisions and contracts compliance—areas of the order-to-cash process that currently receive the least amount of detailed analysis. In this report, senior finance executives discuss how their greater involvement in the order-to-cash process may help determine their company's course—and what internal barriers are preventing enhanced analysis.
Category: Strategies For The Finance Function
- Sponsored by MarketSphere
Download full PDF
Senior Finance Executives on the Current Financial Turmoil
November 2008: Just before the U.S. financial crisis began to pick up steam in late September, CFO Research fielded a survey to finance executives to gauge their thoughts on the financial turmoil. Our respondents were prescient about the global dimensions of the crisis, expecting it to spread to world markets in short order, but unclear about its duration. The majority of finance executives attributed the crisis to risk management practices at financial institutions and, to a lesser extent, the complexity of financial instruments. This report explores finance executives' concerns—particularly for financing and risk management—and what steps they might take as a result of the current turmoil.
Categories: Strategies for The Finance Function
- Sponsored by Towers Perrin
Download full PDF
Working Harder Through Hard Times—Career Challenges and Opportunities for Finance Executives
October 2008: Amid a slowing economy, senior finance executives say they are under greater pressure to provide more (and more accurate) forecasting and analysis with fewer resources—challenges many finance executives view as an opportunity to demonstrate their value to the business. In our survey of finance executives' career challenges, some respondents lament requests to produce additional data as firefighting done at the expense of strategic analysis, while other respondents affirm they will produce the information that "changes behavior and improves results." In this report, finance executives share their candid assessments of how they're meeting current challenges and applying their analytical expertise and business acumen to help their companies navigate the current storm—while a few explain just why they're jumping ship.
Category: Strategies for the Finance Function
- Sponsored by: Ajilon
Download full PDF
Beyond Boundaries: A New Role for Finance in Driving Business Collaboration
September 2008: Business collaborations are on the rise. Companies around the globe, of all sizes and in all industries, are seeking collaborations to enter new markets, expand their products and services, and control costs. As companies enter into more complex networks of business alliances, they are turning to finance to evaluate the strategic fit and performance of these partnerships. One key for success in this expanded role is finance's ability to communicate with, and build trust among, both internal and external partners. To do so most effectively, say finance executives experienced with alliance building, finance should be involved early in the process of developing and evaluating the alliance, should work closely with business units, and should insist on clarity and transparency in communicating with partners. Finance executives say they are most successful in doing this when their companies formally dedicate resources to the partnerships and their finance IT platforms are standardized to support their decision making.
Category: Strategies for the Finance Function
- Sponsored by: SAP
Read Executive Summary | Download full PDF
The Changing Landscape of Risk Management
September 2008: As the business environment grows more complex, companies become more exposed to a variety of risk factors. In response to this exposure, finance executives say they anticipate contributing more to nonfinancial risk management. Senior finance executives we surveyed say that operations tends to perceive risk management as an interference with the business, creating tension between risk managers and operations. This tension, they say, combined with a lack of a single, coherent approach to risk management across functional areas, is a barrier to improving companies' risk management. The finance executives in our survey advise closer collaboration between operations and risk management, to "engage all functions in the process." And they advise their peers to seek the impartial support of internal audit to aid in risk management efforts. As one senior finance executive notes, "You cannot do it alone."
Category: Risk Management and Compliance
- Sponsored by: Crowe Chizek
Download full PDF
Defined Benefit Plans amid Market Volatility
September 2008: Defined benefit plans are here to stay, according to senior finance executives in North America. In CFO Research's second annual study of the pension plan landscape, survey respondents expressed a preference for an incremental approach to pension risk management, rather than drastic changes in plan design, to fulfill their long-term commitments to employees. Amid a fluctuating economic outlook, shifting regulatory and accounting requirements, and a dynamic job market, finance executives plan to focus on risk reduction in these retirement vehicles rather than on large returns. To do so, they plan to remove risk through portfolio management methods, not risk transfer to third parties. Our series of interviews with senior finance executives provides insight into companies' motivation for maintaining DB plans, with a few changes, as well as their investment tactics for the years to come.
Category: Risk Management & Compliance
- Sponsored by: Towers Perrin
Read Executive Summary | Download full PDF
A Shared Benefit: Employer Views on the Value of 401(k) Plans
August 2008: Now more than ever, companies are turning to their 401(k) plan to help employees save for retirement, enhance corporate reputation, and contribute to the long-term financial success of the business, according to our survey of senior finance executives. Our research identifies a shared responsibility for the plan's success: employers are focusing more on plan design and employee education, while employees are becoming more active in managing their own financial futures. This partnership between employer and employee is seen as important not only for ensuring the employee's financial well-being over the long term, but also for attracting and retaining a productive and motivated workforce.
Category: Strategies for the Finance Function
- Sponsored by: Charles Schwab
Download full PDF
New Pressures, New Opportunities: Finance Executives on Managing Through Uncertain Times
June 2008: How are companies around the world planning to change their spending and investment strategies in order to respond to an uncertain and, in many areas, slowing economy? We surveyed and interviewed senior finance executives around the world to gain a view into these plans. The results of our survey, combined with more than 30 in-depth interviews, document evolving management practices at a critical moment—when the opportunities presented by globalization and technological advancement are matched by volatility, uncertainty, and intense pressure to produce results.
Category: Strategies for the Finance Function
- Sponsored by American Express
Read Executive Summary | Download full PDF
 
Latest News
 
CFO Research home |Research report directory|Information request |Become a sponsor|Privacy policy|Contact us |CFO Conferences|CFO Bookstore|CFO.com|CFO Magazine|
© CFO Publishing Corporation 2008. All rights reserved.
 

 
About CFO Research ServicesWhite Paper DirectoryInformation RequestSponsorship InfoSpeaking InfoPrivacy PolicyContact UsCFO ConferencesCFO BookstoreCFO.comCFO MagazineSubscribe to CFO magazineResearch Snapshot