This site uses cookies to provide you with a more responsive and personalised service. By using this site you agree to our use of cookies. Please read our cookie notice (http://www2.deloitte.com/ca/en/legal/cookies.html) for more information on the cookies we use and how to delete or block them.
The full functionality of our site is not supported on your browser version, or you may have 'compatibility mode' selected. Please turn off compatibility mode, upgrade your browser to at least Internet Explorer 9, or try using another browser such as Google Chrome or Mozilla Firefox.
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.
As technology reshapes traditional business practices and paradigms, organizations can remain competitive by being agile, collaborative, and customer-centric. The time may be ripe for reevaluating technology operating models.
The collective impact is staggering—federal agency data breaches have resulted in millions of stolen personal records and possible illegal trading. These incidents can disrupt and potentially disable some of the work of government agencies around the country and can impact their citizen customers.
In this issue of CFO Insights, we classify critical dimensions of a business that may be impacted by transformation to help CFOs engage more systemically with those dimensions as they influence and lead transformation efforts.
Discussions and debates regarding the importance of environmental, social, and governance (ESG) disclosure have continued their fast-paced trajectory over the past several months. It is important for boards and audit committees to be aware of the increased focus being placed on climate-change disclosures and determine how best to exercise their oversight role to respond to this focus.
In this issue of CFO Insights, we’ll outline the key components of a transformation ambition, and explain how such an ambition can guide a successful transformation—and help lead to a winning organization.
