Is there a planning exercise that assimilates FP&A and S&OP? One that can harmonize, balance, and account for both leading and lagging indicators?
How to navigate both the “going public” and “being public” phases.
CFOs need to be part strategists, part change champions, and part value-creating tacticians to lead enterprise-wide transformation.
Five reasons why the CFO is the crucial player in digitalization.
How are finance chiefs going to create value across the next decade? Accordion convened a panel to find out.
By recognizing and understanding team deficiencies, CFOs can invest in the necessary expertise to gain controls and efficiencies across a remote workforce.
Learning the levers now will mean they can be deployed more quickly, more effectively, and more successfully later.
Noncore assets carved-out can be viable growth opportunities for interested and experienced PE buyers, but integration is tricky.
BI can rescue finance executives from the large, incoherent data populations and disparate systems that make diagnosing underperformance almost impossible.
The health and well-being of a company’s broader financial system starts and ends with its ERP architecture.
While there is no one-size-fits-all financial system for the PE-backed universe, there is a four-step roadmap that portfolio company CFOs can employ.
A cohesive narrative will build credibility during the due diligence process and save CFOs from spending valuable time producing one-off analyses.
