The metric is closely tied to the intense demands being placed on finance teams to drive effective organizational decision-making.
Too many finance organizations are blowing their budgets to pay armies of people to do low-level work inefficiently.
The surge of available estimates could make it easier for CFOs to raise capital for their companies, a scholar says.
At the bottom of the list, Wells Fargo pays the price. Overall, it's tricky for a company to decide how to engage with consumers to boost its…
Top-performing organizations spend just one quarter of what the poorest-performing organizations spend on total process cost.
The CFO and the finance team have the skills to help the CEO understand and interpret residual cash earnings signals.
There's a gap that many acquirers are starting to pay more attention to: the supply chain uncertainty created when companies combine.
If CFOs get the personnel cost forecast wrong, the ripple effect is felt throughout the organization.
Unlike the lower-performing companies, the leaders don’t have paper-clogged workflows and armies of people performing manual tasks.
Emotional motivators are the strongest drivers of customer behavior, such as purchasing, paying higher prices, and remaining loyal.