N2Growth Blog
FEBRUARY 8, 2021
Having a CFO with a “head in the cloud” might be a good thing if we’re talking about cloud computing, cognitive technologies, and AI that has significantly influenced this role. Even though many are still behind the curve, there has been a considerable technological evolution of finance function.
Strategy Driven
MARCH 20, 2021
If you’ve been in the market for new business insight technology, such as a financial services analytics solution, the benefits of these are obvious. Promises made by your technology partner, such as increased analytics capabilities and improved compliance with regulators, are probably at the top of your mind.
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HR Digest
NOVEMBER 20, 2020
If you don’t solve the skills riddle with agility, curiosity, and smart technology capabilities, your organization could fade from existence.” When I was a technology marketing exec in 2009, I heard the words nurture marketing. How do you prepare for what you don’t know because it is changing so fast? Marti Konstant .
HR Digest
OCTOBER 22, 2018
The HR is supposed to be a true partner to the CEO, just like the CFO. These could be by moving employee positions, recognizing hidden talents or bringing external individuals to develop capability in a new technology. Such analysis should be provided by CHROs and not consultants. That’s absolutely wrong.
Harvard Business Review
JULY 25, 2016
What receives far less attention is that, more and more in our increasingly complex, volatile, and fully-globalized business world, the effectiveness of such action depends on a powerful partnership between the Chief Financial Officer (CFO) and the General Counsel (GC). Compliance.
Strategy Driven
FEBRUARY 20, 2019
In terms of the bigger picture, the lack of reliable data pertaining to attacks on private companies leads to lopsided analysis regarding the multifaceted aims and motives driving these attacks, resulting in a sort of half-finished portrait of the threat landscape. Make no mistake: this problem is only getting worse. About the Author.
Harvard Business Review
JANUARY 13, 2011
Companies love to stretch out their investments in existing technology as long as possible, a policy whose faulty logic I recently rediscovered in my role as CIO. That's because, like many CIOs, I hate buying technology that loses a significant part of its value as soon as it's delivered.
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