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.
Purpose-led transformation: a strategy for growth
Successful organizations today have articulated and activated a unique purpose that gives meaning to everything they do.
Optimizing capital: recognizing growth imperative
Economic confidence is rising. Successful businesses aren’t leaving their money on the table. Get tips and strategies to optimize your capital allocations.
Partnering for performance: CFO and CHROs
Our survey has found a powerful link between business performance and the extent that finance and HR leaders collaborate.
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.
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 (pdf, 931.32kb). 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.