Corporate Social Responsibility
- Organizations should capture the financial benefits from improving the social and environmental impact of business operations and activities.
- Corporate Social Responsibility (CSR) will mature into another input to performance management and risk management.
- The CFO and the Finance organization are uniquely positioned to address both performance management and risk management and, as a result, should be the steward for CSR data, driving the performance monitoring, reporting and decision making around CSR activities.
- An overall performance management strategy, which includes CSR, is needed to establish processes and systems that integrate information across the entire value chain and provide timely, consistent and robust information and decision support.
Download the brochure (1.02MB)
The new economic environment: A CFO Perspective
There’s no denying these are turbulent economic times. Successful enterprises will focus on value, exploit opportunities and act with speed. CFOs are well-positioned to help create a more intelligent, dynamic and integrated enterprise to navigate the new economic environment. Many CFOs will have an opportunity to have a strong hand with their enterprises in shaping operational decisions and strategic direction.
Achieving competitive advantage through global sourcing
Around the world, businesses are transforming from multinational to globally integrated companies, making today’s business world “flat”. According to IBM’s recent CEO Study, CEOs have moved beyond just globalization, and organizations of all sizes are adapting their business models – two-thirds are implementing extensive innovations while moving aggressively toward globally integrated business designs. Enabled by this “flat world”, expansion of global trade is changing where and how business value is created.
Finance Transformation Workbench
Highlights
- According to the 2008 IBM Global CFO Study, one-third of CFOs and senior finance executives stated that they are ineffective at measuring and monitoring business performance.
- The FT Workbench is designed to accelerate the analysis of a client’s finance function and the development of clear and concise finance transformation opportunities.
- FT Workbench embodies a method for conducting functional actionable analysis by using a structured framework and approach to generate valuable and actionable solutions.
- By investigating the organizational responsibilities and IT application portfolio in relation to business components, solutions to shortfalls such as duplications, over-extensions, gaps and deficiencies can be identified.
Financial Transformation Workbench Brochure (1.02MB)
Finance transformation -
Finance strategy and finance operations improvement
Highlights:
- Manage risk and opportunity throughout your enterprise.
- Improve productivity and collaboration.
- Implement a governance frame-work around information integrity.
- Deliver the right information tokey decision makers, when and where they need it.
- Develop sound business man-agement policies and practices.
Business risk management
Highlights:
- Integrate risk and compliance management to improve decision-making capabilities.
- Identify smaller or independent risks that pose a very large threat to the enterprise.
- Identify opportunities to streamline reporting for greater accuracy.
- Transform your organization with faster, more robust processes.
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