This edition of CFO Insights will examine what a Deloitte Global analysis of 10 years’ worth of financial disclosures from more than 4,000 global organizations revealed as to which combinations of technology investments and capabilities yield the most enterprise value. Further, the analysis looked at those actions that can erode value when taken in isolation. The results also shed light on why some companies—despite their stated commitment to implementing leading-edge technology, embracing agility, and fostering a dynamic culture—may still struggle to get financial value out of their digital transformation efforts.
In this edition of CFO Insights, we’ll explain why it’s now important for CFOs to take a systematic approach to leveraging data to inform decisions and create value. As is true of any asset, acquiring and managing data carries costs. Getting a return on that investment means taking control of it, from sourcing to cleansing to governance, often across a wide array of legacy systems.
The adoption of emerging technologies across the global financial services ecosystem continues to drive considerable benefits for institutions and consumers. However, it also introduces new risks, some of which may threaten the stability of the financial system if not properly identified and managed. In this report, we explore the implications of technology-driven risk originating in five sectors (banking, capital markets, payments, insurance, and investment management), and investigate the regional implications of critical cross-sector risks.
In this edition of CFO Insights, we’ll explore how new CFOs can resist the imperative to rush into a transformation, instead taking the time upfront to assess the likely execution risks that could bedevil a change initiative before it can gain traction.
SPAC IPO activity has declined but de-SPAC transactions have proven resilient. U.S.-listed SPACs are searching for targets internationally, creating opportunities for Canadian companies. Key considerations for de-SPACs include transaction structure, tax treatment and finding the right Canadian target. A Plan of Arrangement is a unique Canadian process that may be included in a cross-border de-SPAC.
In this edition of CFO Insights, we’ll explore how CFOs can help spread a “culture of cash.” Given current economic headwinds—ongoing interest rate hikes to curb surging inflation, tremors of a looming recession, and ripples from geopolitical unrest—CFOs may find it imperative to reach across the company and turn the institutional focus to rigorous liquidity management.
Technology trends are likely to remain at the top of the board’s agenda for 2023 and beyond. While the coming years may require a fundamental reframing of technology issues, keeping drivers of technology trends in mind can inform the governance process, help mitigate risk, and enhance a company’s competitive advantage.
Data is an asset, and handling it carries costs. From sourcing to cleansing to governance, often across multiple legacy systems, data is a resource that needs to be controlled and put to work. A clear strategy is a necessary foundation for defining roles and responsibilities, determining priority levels and establishing accountability. This new report will help learn and share how clients can turn their organization’s data into opportunity.
The world is awash in data, so how can family enterprises use it effectively to help with decision-making? Board members have traditionally focused on strategy and financial performance, but recent events have prompted boards to spend more time on cyber risk, talent, and ESG concerns. Advanced analytics is becoming key to data-driven decision-making.
In this edition of CFO Insights, we look at how incoming chief financial officers can build a motivated and skilled finance team by focusing on these seven pillars—and what they will likely need from human resources to make it happen.
In this edition of CFO Insights, we’ll explain why it’s not actually the case that deglobalization has already begun, what CFOs can learn from previous trade shocks, and why future supply chain changes, as well as government policies, will likely have limited effects.
Change is a known variable in today’s leadership equation. Business leaders need to ensure their organizations’ capacity for change, and that might look quite different in today’s terms—and tomorrow’s. What will it take to continuously adapt and innovate inside and out? Issue 31 explores curated research and insights designed to help today’s business leaders flourish in ambiguity.
