"Big T" vs. "Little T." Corporate America’s definition of transformation has shifted considerably over the past few years. Once the norm, most senior executives now consider full-fledged transformations a waste due to the high associated costs and lengthy timelines. Management is pressed to demonstrate cost takeout in real time and execute on a more tactical scale to realize efficiencies. A more targeted approach is beginning to take hold and unseat traditional views of transformation.
An interview with John Baule, CFO of ChannelAdvisor Corporation, on how this leading provider of cloud-based e-commerce solutions successfully prepared for and transitioned to life as a public company.
In business, as in life, transformation is a marathon—not a sprint. Fred Hargrove, Director at MorganFranklin Consulting, explains why organizations embarking on finance transformation must give proper consideration to the people component. Like a marathon, finance transformation requires rigorous preparation and planning. During the course of the race, there will be leaders, pacers, followers, and spectators. All of these individuals play crucial roles in supporting an organization’s efforts to cross the finish line.
Tammie Norman, Director of Accounts Payable at Discovery Communications, shares insights and experiences gained through a career acting as a catalyst for change.
In the corridors of large organizations, there is growing concern that the finance function will be “transformed” again. This often occurs as a result of previously mismanaged transformation projects that are at best inconclusive and at worst value-destroying. Change must be constant. Large-scale transformation can give the illusion that once delivered, the end has been reached.
How does a founding member of the Association for Federal Enterprise Risk Management (AFERM) grade the government’s progress toward managing risk? Dr. Karen Hardy, Deputy Director for Risk Management at the U.S. Department of Commerce, shares her perspective on how it all stacks up.