Posts Tagged ‘CFO’

Accelerate Group Financial Close: Speed Your Closing Cycle and Reduce the Cost of Compliance

The requirement to close books quickly and with quality is emerging again as an important project for today’s global finance function, especially with the increasing amount of regulatory change, including the adoption of International Financial Reporting Standards (IFRS) and requirements to file financial statements in Extended Business Reporting Language (XBRL).

During this Webcast, you will hear from The Paragon Consulting Group, a member of PricewaterhouseCoopers LLP, as well as SAP, the market leader in enterprise performance management (EPM) solutions, how companies can speed their closing cycles and reduce the cost of compliance.

From this Webcast you will discover:

• The latest research into the year-end close cycle metrics of the world’s largest organizations
• Key barriers to a fast, high-quality group financial close
• Solutions to help organizations improve and sustain their close times

Presenters:

• James Fisher
  Senior Director Solution Marketing
  Enterprise Performance Management, SAP 
• David J.H. Jones
  Director, Paragon Consulting Group, a member of PricewaterhouseCoopers LLP
• Mark C. Herpin, CPA.CITP
  Financial Planning Manager
  IBERIABANK Corporation

DATE: Wednesday, March 3, 2010  TIME: 11 A.M. Eastern Time (U.S.) DURATION: 60 minutes

Register Today! 

How to Harmonize and Accelerate Financial Reporting to Meet the Challenges of IFRS

Sponsored by SAP BusinessObjects

Date: Tue, Nov 17, 2009
Time: 11:00 A.M. ET
What time is this for me?
Duration: 1 hour

Later this year, the U.S. Securities and Exchange Commission (SEC) will discuss whether publicly-listed companies in the U.S. will need to transition their financial reporting from U.S. Generally Accepted Accounting Principles (U.S. GAAP) to International Financial Reporting Standards (IFRS). Such a transition will likely have a significant impact on all operational areas – and not just on finance and accounting departments – within publicly-listed firms.

From this webcast, you will learn how to address key differences between U.S. GAAP and IFRS to enable your company to minimize risks, costs and timeframes associated with fulfilling new financial reporting requirements.

Presenters

Ian Wright
Principal, SAP Practice
Deloitte Consulting LLP

Alfred Popken
Principal
Deloitte & Touche LLP
 
Tom Yoder
National Practice Lead
IFRS/ERP General Ledger
SAP

Register Today!

In part one of this paper developed by CFO Research Services for Deloitte, the stage is set for why tax executives want to see their tax departments start playing a greater role in business development and add value beyond traditional tax functions. 

When you’re done reading, use the comments section to share you thoughts on the pitfalls and promises of the tax function playing a greater integrated role in the enterprise. 

Introduction
Tax executives have long served as taxation compliance experts—the specialists within the corporate finance function who navigate and work to optimize companies’ responses to the complex laws, regulations, and requirements of federal, state, and other tax regimens. In a study last year, we found that tax executives and their peers elsewhere in finance seek more from their tax organizations. They called for tax to play a greater role in business decision making and in other activities outside the core tax function.

In this year’s follow-up study, we find further evidence of a desire for tax to collaborate more effectively with other functions—especially with business operating units and their managers. In addition, the research identifies a shortfall—perhaps in perception, or perhaps in actual performance—in tax’s ability to provide decision support to business management.

Overcoming this perception or performance shortcoming is a complex, company-specific problem without a simple solution. This research reveals that tax executives often need to develop greater expertise in their companies’ core businesses, to manage the tax function more effectively, and to demonstrate this expertise through better collaboration with finance and business management. While these results call for improvements in tax executives’ skills—to know more, to manage more effectively, and to collaborate more closely—there appear to be organizational steps that companies can take that will yield a more effective tax function.

Data analysis from this survey of 226 senior finance and tax executives suggests that strong leadership of the tax function by tax directors and vice presidents of tax correlates closely with a high-performance tax function. Companies in which tax executives (rather than their peers elsewhere in finance) “hold responsibility for ensuring that the tax function plays an appropriate role in business decision making” report more effective tax management, greater ability to support business decisions, and closer collaboration across a broad range of functional areas.

The full whitepaper can be accessed on CFO.com.

CFO Magazine explores tax from the IT perspective by highlighting that the effects of switching accounting languages extend far beyond the finance department. Are your tax and IT departments prepared for this possible significant shift?

Read the full article on CFO.com.

What keeps CFOs up at night? Article from CFO explains consumers, credit and volatile markets.

Visit CFO.com for the full article.

Moving Beyond Spreadsheets to Manage Costs and Profitability

You may have found spreadsheets to be sufficient for tracking revenues and expenses for individual projects. But to track profitability and costs throughout your organization, you have to move beyond relying on spreadsheets alone.  During this Webcast, you’ll hear a case study that reveals the strategy one organization employed to enhance the accuracy and transparency of its cost and profitability reporting – providing business users with more actionable information while reducing the workload within finance at the same time.

Click here to register for this CFO.com Webcast!

Stepping in through the revolving door is Michael Collins, a longtime General Electric executive.

http://www.cfo.com/article.cfm/12409327/c_12407047?f=Vertex,Inc