Managing finance

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In any challenging economic landscape, the finance function can help your business lead the way with sound financial management.

This means benchmarking performance to identify efficiencies and savings. It means improving your systems and processes so that your business information is more accurate and readily available. And it means considering alternative operating models for running your finance function, such as a shared services or outsourcing arrangement.

EY can work with you in this. We have the breadth of experience that comes from working with many of the world’s leading and fastest growing companies.

We can help you make sure you have effective processes that enhance control, create value and drive organisational behaviors – so your finance function has the agility it needs to advance the changing business agenda and sustain future business success.


Partnering for performance: CFO and the supply chain

Together, CFOs and supply chain leaders have an opportunity to collaborate to improve corporate performance. Find out how.

Aiming for the top: a guide for aspiring COOs and their organizations

We explore the skills and experiences needed to become a chief operating officer and how companies can best develop and prepare candidates for the role.

Business risks facing mining and metals - CFO perspective

CFOs of mining and metals organizations can learn from our report on business risks in the sector. We identify 6 insights.

Mining and metals tax survey - CFO perspective

Explore 5 implications for CFO from our 2013 Global mining and metals tax survey.

Capital Confidence Barometer - CFO perspective

As executives become more optimistic, these 4 insights can help CFOs seize the opportunity.

The evolving role of today’s CFO

CFOs’ involvement in their businesses is broad, their contributions to their organizations are manifold and the scope of their responsibilities is growing.

The Master CFO Series:
The hidden costs of entering rapid-growth markets

The opportunities in rapid-growth markets are undeniable. So too are the risks. Where others see primarily opportunity, the CFO must spot complexity - the costs both manifest and hidden. We explore the CFO’s role in rapid-growth market entry and the true costs of investment.

Why capital matters for competitive advantage

Uncertainty is the only certainty in today’s market. In our new study, Why capital matters, we surveyed 490 senior executives from 32 countries, and show that it’s how you manage your capital agenda today that will define your competitive position tomorrow.