Why CEOs Like to Dine

Why do companies whose M&A activities fail to produce improved performance results keep acquiring? Some academics point toward research that indicates that CEO compensation could be a factor.

Retaining Knowledge Capital

Facing massive brain drain from the retirement of a third of its workforce, Tennessee Valley Authority generated a knowledge-retention network to conserve its intellectual capital.

The Speed-Reading Organization

Ever since Activity-Based Costing turned out not to be as easy as A-B-C, businesses have longed for a simpler costing model. Time-Driven Activity-Based Costing may be the answer.

Upfront: Focus on Control, Cost Management Falls Short

Companies that focus on planning, budgeting and forecasting perform better than those that emphasize control and cost accounting and management, says this survey.

Sustainability Reporting: Straight to the Bottom Line

Two-thirds of the 250 largest companies in the world have adopted sustainability reporting as a tool to gauge future performance. This approach has little to do with vague concepts of corporate social responsibility or public relations ploys and everything to do with long-term business strategy. It is a crucial companion to financial reporting that provides data on nonfinancial factors related to environmental, social and governance … [ Read more ]

Marcus Buckingham

In terms of managing human capital to drive the bottom line, most companies operate on two false assumptions. One is that people can be anything they want to be if they try hard enough. The second is that each person’s greatest room for growth is in his or her areas of greatest weakness.

7 Steps to Optimize A/R Management

Solid receivables management can result in a big payoff. Follow these seven steps to optimize accounts receivable management, reduce days sales outstanding, and create immediate and long-lasting value.

Marcus Buckingham

If you look at leadership in America, the message isn’t that every leader becomes well-rounded and fixes their failings. The message is partnership. You need to put a system in place to compensate for weaknesses. There is a limit to how much you can rewire someone’s brain. For example, some people don’t think strategically. They don’t play out what-if scenarios; they don’t anticipate and put … [ Read more ]

Jim Loucks

Unfortunately, in many companies, the CFO is handling financial risk, the CEO is handling strategic risk, and the COO is handling operational risk, but no one is looking at all those risks as one.

Currency Risk: To Hedge or Hedge Not?

In the global economy, treasurers increasingly need to know how and when to hedge against foreign exchange exposures.

Say What?

Understanding your personal communication style — and tailoring your messages to ensure that co-workers get the true meaning — can help you avoid serious management problems.

The Art of the Interview

Like Barbara Walters questioning a celebrity, managers can elicit valuable information from job candidates by artfully conducting an interview. Here’s how to sharpen your technique.

Surviving (and Thriving) With Difficult Co-Workers

Of all the people you work with, who would you least like to be stranded alone with on a desert island? While your worst nightmare is an unlikely scenario, problem people are permanent workplace fixtures, leaving you nowhere to run. Learning some emotional survival skills can help ease the pain of close encounters you can’t avoid.

Instilling a BPM Mind-Set Into IT Practices

A balanced scorecard for information technology and a portfolio management approach to IT projects can help align the function’s performance with corporate objectives.

A Kinder, Gentler (Legal) Way of Firing

Firing an employee can be painful, emotional and, if done incorrectly, costly. Following some basic procedures and acting as a corporate humanitarian rather than a corporate assassin can help you avoid the agony of a legal battle.

Baring the Books, Part One

Advocates of open-book management say that wealth can be created for customers, employees and shareholders by teaching everyone to understand, track and take responsibility for financials. The process has, in fact, been the salvation of some organizations. But such openness goes against the grain of traditional corporate cultures and the implementation involves major challenges – especially for big companies.

2006 Finance Executive Career & Compensation Survey

Lucrative opportunities for short-term rewards in the corporate world are tempting managers to forgo crucial development experiences, suggest the results of Business Finance’s annual Finance Executive Career & Compensation Survey.