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In this edition of CFO Insights, we will try to demystify agile and share some practical considerations for improving your capabilities to adopt an agile approach to transformation.
In this issue of CFO Insights, we’ll explore how AI-based innovation can help restore the centrality and value of strategic planning, aiding CFOs and other stakeholders to avoid entrenched thinking, resist dwelling on constraints, and consider a wider universe of strategic options.
In this edition of CFO Insights, we’ll discuss the contributions finance can make to help create resilient supply chains, as well as to mitigate the risks that threaten them.
In this issue of CFO Insights, we’ll discuss some of those steps, as well as suggest the questions finance leaders can ask when assessing the maturity of an organization’s data management abilities.
Now, as some companies have begun executing on return-to-work plans, CFOs are far from worry-free. And, in the latest Deloitte’s CFO Signals™ survey, many respondents indicated that top concerns included new waves of infections, more shutdowns, and the possibility of a longer-term recession.
This publication explores the trends associated with the rise in the use of special-purpose acquisition companies (SPACs). Although SPACs have been around for decades, 2020 has been a record-breaking year for SPAC IPOs.
On the surface, the transformation from a private to a public company seems fairly straightforward. A company typically goes public when it sells securities to the general public for the first time. But exploring the opportunity to go public presents many challenges due to market volatility, increased regulations, expanded investor scrutiny of corporate governance, and heightened legislative influence. In light of these challenges, it’s extremely important that any organization considering an IPO be well prepared. This fifth edition of Strategies for Going Public, created by Deloitte in collaboration with Skadden, Arps, Slate, Meagher & Flom LLP & Affiliates aims to help organizations effectively prepare for an IPO.
A defining trait of high-performing organizations is the strong relationships between their technology leaders and boards—an alliance that can become even more crucial during a crisis. What steps can CIOs take to build and foster these strong alliances?
This year’s survey suggests that those doubts are fading further, and that blockchain is solidly entrenched in the strategic thinking of organizations across industries, sectors, and applications. There are more substantive examples in the marketplace of how both startups and mature businesses are deploying blockchain. Organizations appear to be more committed than ever to blockchain and are demonstrating this by implementing it as part of their normal course of business.
Blockchain can play a key role in transforming business processes. At the same time, the adoption of any new technology brings risks or threats associated with adoption. The board can play a key role in helping organizations navigate those risks and threats, as well as the opportunities, that may arise from the new technology.
The power of the social enterprise lies in its ability to bring a human focus to everything it touches, empowering people to work productively with technology to create lasting value for themselves, their organizations, and society at large.
