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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
Many young accounting and finance professionals tend to job hop, transitioning from company to company to broaden their range of experience and develop new skills on the path to becoming CFOs. While there are benefits to this approach, there are also key disadvantages. Caly Cramsey, CFO of the Bank of Quincy is interviewed to discuss how sometimes working for one organization from entry level up can be your best bet.
From round-table discussions around the country and from The CFO Alliance’s annual survey, four themes are emerging for CFOs to reach those growth goals
Many people think of networking as either schmoozing or as a purely social activity. In reality, a strong professional network is an important resource for an up-and-coming CPA.
In the March 2014 issue of the IS Chartered Accountant journal, the Institute published an extract of the Comment Letter which we submitted to the International Federation of Accountants (IFAC) in response to its discussion paper on “The Role and Expectations of a CFO”. Intended to stimulate a global debate on preparing professional accountants for finance leadership roles, the discussion paper also raised the subject of what professional accountancy organisations can do to prepare our professional accountants for career progression in finance leadership
This report sets out how stakeholders must work together in resolving the employability crisis, and shows how we have worked with stakeholders around the world to ensure CGMA designation holders have the knowledge, skills and competencies employers need.
The CGMA Competency Framework defines four knowledge areas that finance professionals need to drive their organisations’ success. The framework, released Thursday, also offers employers and management accountants a guide for the assessment of the skills needed for current and future roles.
The CGMA Competency Framework is designed to help management accountants and their employers understand the knowledge requirements and assess the skills needed for both current and desired roles. The framework is underpinned by the need for objectivity, integrity, and ethical behaviour, and includes a commitment to continuously acquire new skills and knowledge.
March 18, 2015 - The Globe and Mail
March 18, 2015 - Accounting Today
March 16, 2015 - Pakistan Today
March 12, 2015 - Association of Chartered Certified Accountants
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