Low-performing employees can learn from feedback couched in causal language and improve their subsequent performance.
Hiring and keeping talent, M&A challenges, and making investments in an uncertain environment are concerning to CFOs in 2021.
Coordinating employees’ efforts worldwide via a comprehensive strategic plan mitigates risk factors of unpredictable events.
By designing and implementing successful ERM initiatives, finance leadership can create and protect value for their company.
Careful planning for the downside is important for organizations expanding into new markets to avoid wrecking their budget.
Professionals in charge of overseas subsidiaries’ budgeting contend with foreign exchange rates, inflation, and interest rates.
Performance appraisals must be consistent and free from bias and favoritism to ensure fairness and boost employee satisfaction.
A key aspect of CFOs’ responsibilities is helping their company to create long-term sustainable value.
Organizations with a social mission have higher employee performance and team cooperation—even if they pay employees less.
Achieve superior, sustainable financial performance by aligning strategy, analysis, execution, budgeting, and planning.
Does a fixed-price or cost-plus contract provide greater benefit in strategic outsourcing agreements? A study has the answer.
Organizations that align their purpose to sustainable value-creating strategies strengthen their long-term competitiveness.
The ACCA and IMA Global Economic Conditions Survey found that global economic confidence bounced back somewhat in Q4 2019.
Companies benefit from developing a purpose statement to articulate how they are working to make the world a better place.
Keeping up with technological innovation, compliance, the hunt for talent, and cyber risk are concerning to CFOs in 2020.
Combine lean manufacturing with simple strategic accounting, value-stream costing, and visual reporting to achieve success.
Management accountants can use data analytics to inform the company’s strategic direction and align asset management with it.
Companies can boost profit margins by involving the finance team in key planning functions, to which Japanese CFOs attest.
The accounting and finance team should take the lead in helping their company to succeed by achieving digital transformation.
The CFO, CMO, and their teams must work together to evaluate the worth of the company’s brand in financial terms.
The profitability analytics model enables management accountants to move beyond traditional FP&A reporting requirements.
The Tampa Bay Rays are successful despite a low budget, and their team-oriented formula can be a model for other businesses.
Managing FP&A requires understanding the business, technical and communication skills, and effective working relationships.
Manufacturing CFOs need to adapt and evolve their practices to remain competitive in the Fourth Industrial Revolution.
Implementing a strategy is like taking a road trip. You need to have a clear goal and a map that will get you there.
Change is the only constant, and IMA continues to adapt as well as provide resources and community to help you keep up.
In "Costovation," Stephen Wunker and Jennifer Luo Law present a map for innovation based on lower-cost solutions.
A report from Vuealta identifies the greatest challenges financial services companies expect to face in the next several years.
Companies must dive deep to ensure they don’t overlook any issues when projecting the value of a merger or acquisition.
A new user-centric focus provides large appliance manufacturer Haier with a broader platform for creating value.
Trade wars, Brexit concerns, talent shortages, and supply chain irregularities are concerns occupying CFOs’ minds in 2019.
An EY survey reports on finance and IT leaders’ strategies for adapting to the new leasing standard.
Move beyond business as usual and adopt a business model that links corporate purpose to performance and sustainable practices.
Strong leadership and effective planning and execution can help companies execute large-scale business transformations.
For superior results, ignore the pressures of short-termism and focus on strategies that lead to long-term value creation.
Dramatic changes in the business landscape in India provide opportunities for management accountants to influence and lead.
This month we look at the Samsung Galaxy S9/S9 Plus, Lenovo 300e Chromebook, Asus Zenfone 5Z, and Nokia 8110 4G.
Technology is rapidly changing the business environment. Companies need to stay ahead of the curve or risk obsolescence.
The global economic growth outlook is positive, but uncertainty lingers around issues like Brexit, U.S tax reform, and others.
Edward D. Hess’s short book uses the scientific method as a framework to outline commonsense growth concepts in business.
E. Freya Williams’s book looks at companies that are turning sustainability efforts and green initiatives into financial success.
Improve inventory control and reduce costs with a centralized source of subject matter experts, resources, and support.
The best-run companies follow these 12 principles to create FP&A that helps them meet their targets and beat the competition.
Forward-thinking companies can use the U.N.’s sustainable development goals to help create greater long-term value.
A BDO Canada survey of 500 C-suite leaders shows what these executives fear most regarding the future of their organizations.
Companies use too much of the planning process for forecasting instead of devising actionable plans to achieve results.
Joan Magretta’s delves into the ideas and concepts underlying Michal Porter’s frameworks for strategy in business.
Current financial accounting and reporting need to expand to better capture intangible assets beyond the balance sheet.
According to Deloitte, 91.2% of organizations anticipate a more central, strategic role for controllers in the future.
Richard D’Aveni presents a strategy for the United States to regain its advantage in a hypercompetitive global landscape.
An IMA survey looks at the impact that recent political changes might have on business operations outside the United States.
This framework for aligning the board of directors and C-suite can lead to improved performance that benefits all stakeholders.
In a time of political and economic uncertainty, leading CFOs share the risks their organizations might face in the coming year.
An IMA survey looks at the changes companies are making to meet the challenges associated with climate change.
An insightful examination of the best ways for healthcare providers to better measure and manage costs and value.
More than 730 board members and executives reported on the top risks their organizations will face in 2017.
The Power of Business Improvement, by Susan Page, provides a step-by-step road map for business process improvement.
First understand why you’re innovating before worrying about how. Then use a three-stage model of Architect, Execute, and Optimize.
The Brexit adds uncertainty for companies that operate in the U.K. and EU, potentially creating new risks and opportunities.
For companies to survive and thrive in the coming years, they need to view sustainability as a major driver of innovation.
Get better results with a thorough understanding of the human capital involved and plans to address people-associated risks.
A strategic CFO is able to manage the present while focusing innovation efforts on creating value for the future.
Philips is implementing company-wide visualization reporting standards, leading to productivity gains and greater insights.
Fully integrate risk management into your core management accounting practices.
Jeff Thomson sits down with the recent IMA Distinguished Advocate Award recipient to catch up on Kaplan’s latest activities.
Controllers can advance their organizational role by delivering insight, gaining buy-in, and elevating the skills within the company.
For Lean companies, value stream costing and work-cell metrics provide a better alternative for managing production control.
Align the efforts of HR and Accounting by incorporating the role of employees into the business strategy.
Gamification can help train employees, engage customers, and achieve organizational goals.
Finance, HR, and IT can work together to break out of silos and transform the administrative services within an organization.
Some old, familiar themes are again at the forefront of CFOs’ concerns this year.
An active board of directors that solicits independent contrary opinions can help avoid disastrous results.
TD Bank’s annual CFO Survey finds some optimistic outlooks for 2016.
The authors of The Innovation Paradox explain how your company can act like a Startup Corporation to achieve breakthrough innovation.
Create the optimal innovation elixir for your business.
Linda Hill, author and Harvard Business School professor, discusses what it takes to be a great innovation leader.
The “String of Pearls” system for implementing strategy helped turn a struggling company into a leader in its industry.
Transform the planning, budgeting, and forecasting practices in your company into powerful tools for better decision making and strategy execution.
Companies face a variety of different risks around the world. Identification and assessment remain critical components to success.
Your organization’s risk management plans should include nine essential elements that challenge the status quo.
COSO and ISO RM/IC frameworks can help manufacturers succeed.
To become a High-Performance Learning Organization requires the right mix of people, processes, and environment.
Preparation and monitoring mean survival.
Integrating your sustainability and ERM processes provides a framework for a viable long-term strategy.
Six key competencies can help you and your team develop exceptional financial leadership abilities.