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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
This report provides practical advice for those considering business partnering initiatives and those looking to improve their approach.
Plenty of workers like to complain about their supervisors. But are they confident in the leadership their boss provides? You might be surprised.
As the quantity of data available to companies grows, skills such as business intelligence and data mining are essential parts of a finance professional's toolkit. But getting the most out of business analytics requires much more than technical know-how.
Visiedocument over het beroep van de Financieel Professional (NBA-VRC Vision on the Role of the Finance Professional)
September 26, 2014 - Nederlandse Beroepsorganisatie van Accountants, Vereniging van Registercontrollers
Provides the vision, including a draft competence framework, of the Boards of the Nederlandse Beroepsorganisatie van Accountants en de Vereniging van Registercontrollers on the roles and responsibilities of the finance professional.
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.
Stepping up from controller to CFO.
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.
January 21, 2015 - AICPA Insights
January 21, 2015 - Institute of Singapore Chartered Accountants
January 16, 2015 - Financial Post
January 15, 2015 - CPA Practice Advisor
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