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Strategy, risk and innovation business press

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Displaying 1-50 of 237 results
Exclusive Innovation-driven culture
  • Article
  • 01 Jan 2023
  • Mark L.Frigo, Terry E.Groff, Hans Laessoe, Darren Snellgrove
  • Strategic Finance
Developing a culture that prioritizes innovation is the key to creating long-term sustainable value, say the authors. They use three companies as case studies - Reading Bakery Systems, Johnson & Johnson, and the LEGO Group. Former leaders from the companies share insights on developing an innovation-driven culture.
Exclusive Expand your pricing strategy
  • Article
  • 01 Jan 2023
  • Rafi Mohammed
  • Harvard Business Review
Pricing consultant Rafi Mohammed recommends that companies should re-examine not just their prices but their pricing strategy - looking for different ways to charge customers. Looking at models used by other industries can offer inspiration for pricing innovations, such as offering to rent a product that's typically bought, or selling a service by the hour instead of by the day. By adding new pricing options, you increase the odds that customers will find one tailored to their needs.
Exclusive AI and digital discrimination
  • Article
  • 01 Dec 2022
  • Arif Perdana, W Eric Lee
  • Strategic Finance
The article points out that management accountants and other financial professionals can minimize artificial intelligence (AI) discrimination by contributing to responsible AI practices and risk mitigation. Topics covered include the role of data in AI, examples of apparent biased automated decision-making system and the ethical challenges concerning biases in automated decision making. It also cites how to promote responsible AI practices and the importance of data governance and curation.
Exclusive The ideas that inspire us
  • Article
  • 01 Nov 2022
  • Roz Brewer, Stephane Bancel, Anish Shah
  • Harvard Business Review
Harvard Business Review asked eight current and former CEOs from some of the world’s top companies to describe the innovative ideas that have propelled their own careers and organizations. Two themes emerge: first, the need for constant innovation and out-of-the-box thinking as markets become more dynamic; second, the importance of purpose and a vision that encompasses all stakeholders.
Exclusive Rethinking risk management: Anticipating emerging risks means reshaping the board
  • Article
  • 01 Sep 2022
  • Glenn David, Chandrosekor Venkatoromon
  • Directors and Boards
Anticipating emerging risks means reshaping the board, say the authors. They recommend changes boards should consider to enhance their risk management approach and better help their companies navigate emerging risks. These include separating the Chair and CEO roles and consider providing directors with a travel allowance to visit company locations, in order to better understand the business.
Exclusive Strategy making in uncertain times
  • Article
  • 01 Sep 2022
  • Mark Gottfredson, Michael Mankins
  • Harvard Business Review
Most companies have stuck with conventional techniques for strategy-making. In this article the authors describe what it takes to produce great results during economic uncertainty, and propose a practical model for strategy development that they have seen work at several leading companies.
Exclusive Strategies for individual leadership
  • Article
  • 01 Jul 2022
  • Mark L.Frigo, Kathleen Stokes
  • Strategic Finance
Advice on translating great business strategy to create great leadership strategy for both individuals and high-performance teams. The article contains a short interview with Kathleen Stokes, who gives her perspective on leadership driven strategy as a finance leader.
Exclusive CEOs who take risks with sports may do the same with taxes
  • Article
  • 11 May 2022
  • Michael Cohn
  • Accounting Today
CEOs who prefer risky sports hobbies are more likely to take a risky approach to their company's tax planning, according to a new study published by the American Accounting Association. The sports hobbies of CEOs could become a possible tool for auditors interested in assessing corporate tax risk or even for integrated reporting.
Exclusive Inc. Best Workplaces 2022
  • Article
  • 01 May 2022
  • Melissa Angell, Lindsay Blakely, Anna Meyer, Steven I.Weiss
  • Inc
Business magazine Inc.'s list of the best US companies to work for in 2022. Some of the most popular companies focus on employee wellness - particularly mental health. Unlimited paid time off is also a fast-growing employee benefit. The article features a handful of companies from the list, looking at how they reward their employees.
Exclusive Use small nudges to avoid employee misconduct
  • Article
  • 01 May 2022
  • Tijs Besieux, Femke de Vries, Wieke Scholten
  • Harvard Business Review
Behavioural nudges can complement traditional methods of risk management. These changes in processes or organizational contexts may seem small, but they can have profound effects on behaviour. The authors of this article draw on their experience advising some of Europe’s largest financial institutions to present an alternative approach to compliance that is based on the principles and discoveries of behavioural psychology.
Exclusive The impact of remote workers on crisis, risk and business continuity management
  • Article
  • 01 Apr 2022
  • Andreas Rodman
  • Journal of Business Continuity and Emergency Planning
Andreas Rodman discusses how the shift to remote working since the outbreak of COVID-19 has affected enterprise risk management, business continuity management and crisis management. He shares tips, software tools and processes to help employers manage this impact.
Exclusive You've suffered a supply chain disruption: Now what?
  • Article
  • 01 Mar 2022
  • Robert J.Trent
  • Supply Chain Management Review
You may not be able to avoid supply chain disruptions, but you can take steps to assess your company's vulnerability, risk exposure and courses of action as quickly as possible. Robert J.Trent contrasts examples of companies which handled a supply chain disruption well, vs examples of companies which were slow to adapt.
Exclusive Cognitive diversity - innovation's 'secret sauce'
  • Article
  • 01 Mar 2022
  • Terri Simpkin
  • Data Centre Management
Terri Simpkin, Associate Professor and MBA director at the University of Tasmania, shares the importance of creating a culture that encourages teams to bring their authentic selves and divergent ideas to work. She argues that innovation is fundamentally reliant on diversity - and in particular, diversity of thinking. She provides tips on recruiting for diversity of thinking ('cognitive diversity') and keeping those people in the business.
Exclusive The risks facing the CFO
  • Article
  • 01 Mar 2022
  • Frank Manzi, Mark Martinelli
  • CPA Journal
Article exploring some of the business risks from ongoing challenges such as newly unfolding economic events, a remote workforce and supply chain disruptions, as well as consumer expectations. The authors look at the role that a CFO plays in identifying and developing effective enterprise risk management practices.
Exclusive The mysterious world of airline pricing: innovative practices and strategies for profit
  • Article
  • 04 Feb 2022
  • Mohammad Reza Habibi, Chiranjeev S. Kohli
  • Journal of Business Strategy
Business success and pricing are very closely intertwined. Using the airline industry as an example, this study aims to explain how businesses can improve their profitability through creative pricing strategies. The study takes an in-depth look at how airline companies developed innovative strategies to create differentiation between competitors.
Exclusive Creating new markets: Six innovative strategies
  • Article
  • 01 Dec 2021
  • Efosa Ojomo, Lincoln Wilcox
  • Rotman Management
'Non-consumption' exists for a myriad of products and services worldwide, signalling widespread opportunities for entrepreneurs, investors and businesses. The authors have studied the innovation practices of 100 successful organizations which created sustainable new markets for previously ignored consumer groups.
Exclusive Budgeting to fund strategic plans
  • Article
  • 01 Dec 2021
  • Daniel Butcher
  • Strategic Finance
The CFOs of CSX and ATI reveal best practices for finance to lead organizations' strategic planning and budgeting processes.
Exclusive How to stop sabotaging your innovation
  • Article
  • 01 Nov 2021
  • Jean-Louis Barsoux, Cyril Bouquet, Michael Wade
  • Harvard Business Review
Innovators can be their own worst enemies, derailed by personal traits. The authors draw on published interviews, videos and speeches to describe the business innovation obstacles encountered by some high-profile entrepreneurs and illuminate the paths by which they moved forward. They explore practical tactics for overcoming the fear of getting started, the frustration of setbacks, an excess of creativity, and a tendency to go into hyperdrive.
Exclusive Better decision-making for innovation
  • Article
  • 01 Nov 2021
  • Mattia Balsamini, Linda A.Hill, Taran Swan, Emily Tedards
  • Harvard Business Review
The authors have spent nearly two decades studying leaders at highly innovative organizations; here they share the practices of the companies which are most successful at innovation. They explain how to avoid common traps which can hinder agile decision-making and innovation.
Exclusive Agile hacks
  • Article
  • 01 Nov 2021
  • Amy C.Edmondson, Ranjay Gulati
  • Harvard Business Review
How to use the agile approach to create temporary teams that can bypass bureaucracy and get crucial work done quickly. The article provides examples of companies that have used agile to accelerate the launching of initiatives in new areas and boost innovative collaboration.
Exclusive Crafting a mission statement
  • Article
  • 02 Aug 2021
  • Jolene A. Lampton
  • Strategic Finance
A mission statement works with the company or business' code of ethics and helps inspire its employees to work toward a common goal of that company or business. It should be the way the company and employees work. The statement should be reviewed to respond to current changes that have occurred recently.
Exclusive How come so many strategies fail?
  • Article
  • 01 Jul 2021
  • David J.Collis
  • Harvard Business Review
Leaders often focus on the parts rather than the whole strategy, says David J.Collis. Instead they should take a holistic approach to business strategy, recognising the interdependencies of components in their company's complete strategy landscape. He compares strategy mistakes typically made by CEOs at innovative new businesses and at mature established companies.
Exclusive Procurement's new charter
  • Article
  • 01 Jul 2021
  • Alex Yakubovich
  • Strategic Finance
Procurement teams are moving beyond cost containment to better manage risk, support business agility, maintain supply continuity, and seize opportunities for supplier-driven innovation. Since the pandemic, many businesses have fast-tracked plans to upgrade and automate their sourcing and supplier management processes.
Exclusive The power of impossible
  • Article
  • 18 Jun 2021
  • Alexandre Asselineau
  • Journal of Business Strategy
Labeling something as “impossible” can be performative and deprive businesses from promising ideas, by activating limiting mental models and self-fulfilling prophecies. Adopting an “everything may be(come) possible” thinking as the default option can lead businesses to discover unexpected and valuable directions and make the world a better place. This paper aims to propose practical insights to harness the power of “impossible” thinking such as considering impossibility as a current and temporary state, adopting an unconventional mindset and redirecting the reflection on what is needed to make...
Exclusive Cloud computing: friend or foe
  • Article
  • 01 Jun 2021
  • Joel Lanz
  • CPA Journal
Article looks at the risks associated with moving to the cloud which organisations must consider and the necessary of adoption of risk management strategies to ensure safety and control.
Exclusive COVID-19: The risk management part is unfinished
  • Article
  • 01 Feb 2021
  • John R. S. Fraser, Rob Quail, Betty J.Simkins
  • CFO
What actions should senior risk managers and executive management take to deal with the remainder of the COVID-19 crisis, as well as preparing for other unrelated risk events? Risk managers should undertake a 'lessons learned' exercise, analysing what their organisation has learned which would prepare it to cope with another unexpected shock.
Exclusive The decade of innovation: from benchmarking to execution
  • Article
  • 04 Jan 2021
  • C.Brooke Dobni, Mark Klassen
  • Journal of Business Strategy
Insights from a Global Innovation Survey of 407 organizations representing 33 countries. The survey aimed to gauge the progress of innovation in organizations as well as the relative success of nine different innovation methods (data analytics, design thinking, innovation metrics, etc). The two methods that showed the highest correlation to an innovative culture were design thinking and open innovation.
Exclusive Five digital innovation trends driving treasury transformation in 2021
  • Article
  • 01 Jan 2021
  • Matthew Giannotti
  • The Treasurer
How has the coronavirus crisis accelerated treasury transformation? Matthew Giannotti puts some key innovations under the microscope and outlines how corporate treasurers and finance teams can take advantage of them.
Exclusive Strategy maps: the middle management perspective
  • Article
  • 06 Nov 2020
  • James C. Goldstein
  • Journal of Business Strategy
The second major step in the development of the balanced scorecard was the introduction of strategy maps. Although much has been written about the benefits of strategy maps, there have been relatively few empirical studies that explore their use in a real-world setting. Additionally, the studies that have been done do not focus on the perspective of middle managers and employees who execute the strategy on a daily basis. This study addresses these gaps through observing the construction of strategy maps in two main business lines of a commercial bank. The participating managers are then asked ...
Exclusive Corporate life and death: who succumbs, who survives during disruption?
  • Article
  • 07 Oct 2020
  • Amy Blitz
  • Journal of Business Strategy
A disruption survival guide for companies during times of macro transformation. After comparing the fortunes of companies in the S&P 500, the author presents her findings for the best company strategies for survival. These include: stay fit financially and avoid overreaching in good times, use operation strategies such as Lean and Six Sigma to build a culture of continual innovation and compete on the basis of differentiation - particularly if competing on price is not a realistic option.
Exclusive Time to pivot? You need a story
  • Article
  • 01 Sep 2020
  • Robert Bremner, Rory McDonald
  • Harvard Business Review
How to sell stakeholders on a new strategy. Pivoting entrepreneurs should explain strategy shifts with humility and express empathy for any inconvenience they cause stakeholders, say the authors. Savvy business start-ups craft broad pitches that leave room to manoeuvre along the way.
Exclusive Whitehall's weaponisation of data analytics
  • Article
  • 21 Jul 2020
  • Brian Mckenna
The article reports on government is putting data analytics in the driving seat of civil service transformation in Great Britain. It mentions that significant economic benefits by enabling businesses and non-profit organizations to build innovative applications and websites using public data
Exclusive Controlling influence: Considerations in creating a strategic credit management department
  • Article
  • 01 May 2020
  • Matthew Godby
  • Credit Management
Matthew Godby looks at some of the factors in achieving a strategic credit management department, including the order to cash cycle, systems and reporting, credit policies and taking a collaborative approach.
Exclusive Oversight of reputation in riskier times
  • Article
  • 01 May 2020
  • Nir Kossovsky
  • NACD Directorship
The article discusses the practice of overseeing the management of reputation risk in riskier times. Topics covered include the conditions that should be met to make reputation-risk oversight boost share prices, the surge in corporate disclosures of reputation-risk management and the evidence that the capital markets rewarded strong, strategic reputation-risk management. It also discusses the prevalence of reputational issues in director and officer litigation.
Exclusive The big picture for compensation in a pandemic
  • Article
  • 01 May 2020
  • Blair Jones, John Borneman, Kathryn Neel
  • NACD Directorship
The article discusses several foundational principles for compensation committees in developing new approaches to executive pay. The foundational principles include the need to prioritize stakeholders, the need to focus on engagement rather than retention and the need for the boards to align performance and pay outcomes to create the appropriate incentives.
Exclusive Wargaming risk: What military leaders bring to the table
  • Article
  • 01 Apr 2020
  • April Hall
  • Directors and Boards
Planning for unexpected situations gives boards an advantage in times of crisis. The article gives examples of how wargaming techniques can be used by risk committees to run through a number of potential business scenarios.
Exclusive Preventing slow-burn reputation risks
  • Article
  • 01 Mar 2020
  • Jim Wetekamp
  • Risk Management
The article offers the suggestions towards preventing slow-burn reputation risks in business. It mentions about a culmination of numerous decisions that aligned with company goals, and considering the long-range potential consequences; and also highlights a slow erosion of quality due to shortcuts, reduced sampling, or less auditing and testing.
Exclusive The three disciplines of strategic thinking
  • Article
  • 01 Mar 2020
  • Rich Horwath
  • Personal Excellence
The article offers several suggestions regarding strategic thinking in business - to maximize resources and profitably grow the business. It includes recommendations to strategically think about business, using group insights to identify new approaches to the business; to invested time in developing a plan for the year by paying attention on customer complaints, competitor activity and internal issues; and to understand resource allocation and how to maximize potential for organization.
Exclusive Blockchain and accounting governance
  • Article
  • 01 Mar 2020
  • Sean Stein Smith, John Castonguay
  • Journal of Emerging Technologies in Accounting
This paper explores blockchain's impact in the areas of assurance and financials reporting and provides guidance for organisations and auditors utilizing blockchain by addressing financial data integrity issues, financial reporting risks, and implications for external auditors and firms' corporate governance practices. Organizations utilizing blockchain must adapt their policies and procedures over internal controls and counterparty risk assessment to address increasing regulation over the distribution of financial data, while their audit committees must be prepared to address these challenges...
Exclusive The impact of big data on finance
  • Article
  • 01 Feb 2020
  • Raef Lawson, Toby Hatch
  • Strategic Finance
The article examines the impact of the implementation of Big Data in companies on accounting and finance professionals. It also describes areas where accountants and finance professionals can create value around Big Data, including data governance and organizational risk management.
Exclusive Country Reports - United Kingdom
  • Article
  • 01 Nov 2019
  • IHS Markit
IHS Markit country report for the UK, providing a country risk profile and political and economic overview. Includes economic forecast tables and a summary of the strengths and weaknesses of the UK business environment.
Exclusive Data ethics: risk management for the algorithmic age
  • Article
  • 01 Nov 2019
  • Dennis Hirsch
  • Risk Management
The article discusses the risks posed by big data analytics to businesses. Topics covered include how big data analytics can harm individuals in ways such as privacy invasion, manipulation and bias, the threats that it can bring to individual consumers and to the reputation and brand of the companies, and the need for companies to educate themselves about human rights frameworks and other ethical philosophies when managing big data risks.
Exclusive Why are we here?
  • Article
  • 01 Nov 2019
  • Sally Blount, Paul Leinwand
  • Harvard Business Review
Article looks at how if you give your employees a purpose they are more likely to be engaged and motivated. The key is to tie this purpose to your customers and your corporate strategy.
Exclusive How to mitigate IOT security risks to tap business benefits
  • Article
  • 15 Oct 2019
  • Warwick Ashford
  • Computer Weekly
Article looks at how security concerns are preventing many businesses from adopting internet of things-based technologies – but with a planning, the business benefits can be realised by mitigating the risk.
Exclusive Compensation impacts culture
  • Article
  • 15 Sep 2019
  • Kathryn Neel, Katherine Barrall
  • Directors and Boards
The article discusses the impact of compensation on corporate culture. Topics discussed include program features can be assets or liabilities to the organizational culture; boards and committees can use discretion or make adjustments in the evaluation of performance against short - or long term goals; and increase in public demand for disclosure and proxy adviser and investor scrutiny.
Exclusive Enterprise Risk Management in financial institutions
  • Article
  • 01 Sep 2019
  • Greg Hopper
  • Journal of Risk Management in Financial Institutions
Article looks at the emergence of the new risk department in financial institutions - the Enterprise Risk Management department which deals with risks that cut across tradition risk categories. ERM departments focus on new and emerging risks that have no traditional home in risk management departments. To illustrate ERM analysis, two case studies are presented: cryptocurrency and climate change risk.
Exclusive What is Enterprise Risk Management?
  • Article
  • 01 Sep 2019
  • Jeffrey Brown, Michael Duane, Til Schuermann
  • Journal of Risk Management in Financial Institutions
Article gives an in depth overview of what ERM is and presents the four pillars of ERM: a coordinating role through the ownership of the risk management framework; the creation of the risk appetite statement, a foundational element of that framework; development of aggregating risk measures; and rounding up of cross-cutting risks
Exclusive Sharpen your board's risk oversight process
  • Article
  • 02 Jul 2019
  • NACD Directorship
Article revisits the board 's risk governance model and director skill sets; make culture an enterprise asset as well as an oversight priority; and focus on the quality of the risk management process.
Exclusive Iran country risk report
  • Article
  • 01 Jun 2019
  • Business Monitor International
  • Iran Country Risk Report
A BMI Research report on Iran, including 10 year forecasts to 2028. The country's economic and political outlook is covered, including its energy sector and predicted oil production/export levels.
Exclusive Islamic finance's Fintech leap
  • Article
  • 01 Jun 2019
  • Gilly Wright
  • Global Finance
Islamic banks are developing digital innovations and workarounds for their Shariah-compliant banking services. Several Islamic banks are currently using or testing blockchain to assist with payments and remittances, as well as for trade finance purposes such as blockchain Islamic sukuks.
Displaying 1-50 of 237 results

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