Creating value, driving behaviorIn times of economic downturn, businesses look to the finance function to 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. Ernst & Young 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 organizational behaviors. So your finance function has the agility it needs to advance the changing business agenda and sustain future business success. | 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. Effective CFOs are economic advisors and business partners Our report sets out a framework that puts the CFO’s role in a new light which can help you achieve profitable growth. What is the future of finance leadership? “Chief Financial Officer” is arguably a misnomer. And, while the breadth and profile of the role is attracting more candidates, those with the experience to meet the evolving demands of the role are becoming fewer in number. This is not a position which organizations can leave to chance. Yet too many are. Back seat or center stage? CFOs and the media More CFOs are talking on a broader range of topics across more varied media channels than before. How are CFOs meeting these changing demands? Learn more in our Master CFO Series report. $1.1 trillion dollars tied up in working capital Up to US$1.1 trillion of cash is being unnecessarily tied up, according to our annual working capital survey of 2,000 large companies. Nearly two-thirds of these companies also saw their performance deteriorate in 2009. See how the gap is widening between the best and worst performers. The DNA of the CFO This survey provides insight into what it is to be a CFO today, exploring their expectations and aspirations, and the skills and relationships needed to be successful. 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. |
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