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Cyberattacks have spearheaded to become more than common over the past few years. Even powerful companies like Adobe, Sony, Target, and others have faced major cyber attacks by cyber criminals and frauds. A recent study in 2018 revealed that a record-high of 10.52 billion malware attacks were identified in 2018. These statistics do not surprise the cybersecurity experts as they believe cybercrimes might prove to be more profitable than illicit drug trafficking.

Most enterprises have re-aligned their business models to accelerate digital transformation and revitalize data analytic tools to understand changing market needs and/or customer preferences. But still, there is a long road ahead. While data collection and management across different sources is now standard practice for enterprises, there are high chances of it being fragmented, siloed, or even uncleansed.

 

 

If organisations are to accelerate back toward and beyond pre-2020 ambitions, CFOs will need to renovate their enterprise performance management methods to better-assist CEOs dealing with the rolls of thunder that come down from the board.

Savvy CFOs Find the Glass Ceiling & Break It

Firstly

By helping CEOs reduce ‘corporate antibodies’ against the change and innovation necessary for iron-clad enterprise performance management.

Secondly 

 

By optimising (and partially automating) financial risk management, financial planning and financial reporting.

 

Around 70% of manufacturing organizations in the U.S. and Europe have adopted a digital transformation (DX) strategy (according to the IDC research). These strategies vary widely in terms of quality and focus. Some companies (but not enough) understand that DX should cover both vertical and horizontal perspectives. Transformation should go beyond factory walls and impact the supply chain, the product and services portfolio, and the revenue side of the business.

 

 

If you work in finance, you have the keys to the "city" with all the data at your fingertips. Your department is one of the few that have a lens into the overall health of the company. It is ironic that finance departments have all this information and still struggle with old data, old tools and spend most of their time reconfiguring tools, data and talent to provide the executive with the necessary financial data.