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 Feature
Will high-tech CFOs adapt to slower growth?
The technology industry has changed dramatically in the past five years, and so have the demands on its CFOs. While some thrived as strategists during the boom times, others steered clear of mergers and limited themselves to the role of controller. Now in a time of slower growth, high-tech CFOs must broaden their responsibilities by paying more attention to the factors that drive value in mature companies, such as measuring and improving productivity.
 Six roles for the CFO to balance as your high-tech company moves toward a more mature market. |
Business Planning & Strategies
One Way, or Another?
In polling nearly 250 senior finance executives at U.S. companies, CFO IT uncovered a number of sharp divisions, disappointments, and even a certain disillusionment. But there was also a surprising consensus on the ultimate potential of IT, and on the working relationship between finance and IT.
CFOs agree on the value of IT but disagree on how to measure and manage it. |
Human Resources & Benefits
A Simpler Way to Determine the ROI of Talent Management
Return on Investment in Talent Management: Measures You Can Put to Work Right Now was written by David Creelman, CEO of Creelman Research and human capital analyst for HCI. "Companies today are just starting to realize the fiscal and competitive advantage of investing and cultivating key talent through retention initiatives, management training, and engagement practices," said Allan Schweyer, executive director of HCI.
Talent Management Defined and How to Improve It. |
Finance & Treasury
Financial Reporting: Bigger Role on Tap for Forensics in Financial Statement Audits
Regulators, auditors, forensic accountants, and others gathered recently at an American Institute of Certified Public Accountants roundtable discussion regarding the role of forensic accounting procedures in detecting financial reporting fraud. The public thinks an audit is designed to detect all forms of corporate fraud. However, an auditor under generally accepted auditing standards (GAAS) plans and performs an audit to obtain "reasonable assurance" the financial statements are free of material misstatements. This results in an "expectation gap," which can be closed by adding more extensive forensic procedures.
Detecting fraud: The big debate. |
Personal Investing
Tax, Benefit Hurtles Discourage Later Retirement
Encouraging workers to delay retirement would relieve impending economic pressures created by an aging population. Over the next 50 years, if current employment patterns persist, there will be 50 Social Security beneficiaries for every 100 workers, up from 30 beneficiaries today.
To work, or not to work, that is the question. |
International & Trade
A Stronger Canadian Currency is Curbing Growth
Third-quarter real gross domestic product expanded by 3.2%. Growth was curbed by a drop in exports, the first quarterly decline in a year, following rapid increases in the first half. The fall reflected a slowing in auto shipments and a stronger Canadian dollar, which has surged some 28% against the U.S. dollar since 2002.
Feeling the pressures of inflations, eh? |
Trends & Technologies
Einstein and Business
Technologically, some incredible new developments (e.g. nano technology, fuel cells, bio-technology, to name a few) are now on the horizon of making a way out of hypotheses and laboratories to commercial applications within the next 15-20 years, perhaps fundamentally changing the way we live.
Essentially, it is to suggest that today's businesses need more Einsteins than Newtons. Classical management theory and marketing principles are likely to prove inadequate in the coming years for providing a direction to existing and new businesses. The most basic challenge would be to predict consumer behavior, and consumers' perception of value.
Times are changing. Modernize your classical management theory and marketing principals. |
Small Business
Choosing Your Successor
You've worked hard, maybe for decades, to see your business grow and prosper. How do you now ensure the survival of the entity that has supported your family and key employees for so long? Perhaps you will end up selling the business, or transferring ownership to a family member or key employee.
But whatever your decision, facing the question of " Who will run the business when I'm gone?" is likely to be difficult, time consuming and fraught with financial and emotional risk.
Who's the best person for the job? |
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