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Finance Leadership & Development
Professional accountants need to respond to the continually changing expectations of their organizations, the financial markets, and society. In addition, many accountants aspire to finance leadership roles, such as chief financial officer (CFO). As a result, they must fulfill their traditional responsibilities, while increasing their support of strategic and operational decision-making. Through education, life-long learning, and development, they must acquire the right mixture of skills, experiences, and attitudes, including leadership, strategy, business, management, and interpersonal skills. Read More
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This Statement on the Role of the CFO in Public Service Organisations sets out an overarching principles-based framework that is intended to apply to all public service organisations and their CFOs, irrespective of where they work.
This report is the output from the four expert panel meetings, drawing upon the discussions in those meetings and short case studies of good practice provided by panel members. It is intended to support accounting officers, permanent secretaries and boards in addressing some of the challenges they face.
The purpose of the Principles is to support organizations in benchmarking and improving their management accounting systems. The Principles help the public and private sectors make better decisions, respond appropriately to the risks they face and protect the value they generate.
This report provides practical advice for those considering business partnering initiatives and those looking to improve their approach.
A Practical Approach to Measuring Internal Audit Performance
September 17, 2014 - PwC
Building on key findings from PwC’s 2014 State of the Internal Audit Profession study, this paper explores how internal audit functions can leverage metrics to both communicate the value they are providing as well as drive results.
This suggests ways the finance function can improve current approaches to business partnering. It proposes nine pragmatic actions to improve partnering practices anchored in three core component parts: creating the mandate, fixing the information and deploying the talent.
This report recommends a series of actions to improve the performance of human capital management and align the organization’s human capital to deliver on its strategy.
December 17, 2014 - Forbes
December 16, 2014 - CGMA Magazine
December 10, 2014 - CFO Innovation
December 5, 2014 - CGMA Magazine
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