Most CFOs say that making job cuts is the single most difficult part of their jobs, but there are ways to manage this painful process more effectively.
With the problem of human-capital cost hikes reaching critical proportions, CFO devotes an entire issue to health care, retirement plans, IT/outsourcing, and perks.
Having work pressures interfere with home responsibilities is nothing new to CFOs. They just want to know if it's possible to have the best finance staff, the best career, and a life all at the same time.
While finance and IT don't always see eye to eye, many companies have learned how to transform a mere reporting relationship into a true partnership. Could this be the path to genuine alignment?
Post-Enron reforms have made dramatic alterations to the landscape of corporate governance. Boards, their committees, and internal auditors now have greater responsibilities and powers. How will these reforms change the CFO's job?
Tough times can make for tense relations between corporate tax executives and state tax authorities. Our survey suggests that even if economic conditions improve, the stage is set for more contentiousness than ever.
Many companies think the whistle-blower provisions of Sarbanes-Oxley will spark nuisance suits by disgruntled employees. The truth is far more complex.
When Congress passed the Sarbanes-Oxley Act of 2002, it didn't worry about how much it would cost companies. Today, CFOs are totting up the compliance bill -- and they don't like what they see.
Boards are supposed to monitor top executives, but too often give them carte blanche. That's why regulators are writing stricter rules for the corporate-governance game. Plus: Finance executives sound off about audit committees in a new CFO survey.
Managers at some very old line businesses have quietly launched thriving online operations. In the process, these innovators have uncovered fresh sources of revenue.
Think the VCR scared the motion picture industry? Peer-to-peer file-sharing, which enables users to swap digital content, could cut the major studios out of the distribution loop. Here's a look at the CFOs behind the Napsterization of Hollywood.
The new-economy giant generates nearly $500 million in revenues, yet eBay doesn't manufacture a thing, hold inventory, move goods, or transfer payment. The 15 million or so registered users do most of the legwork.
Cash flow from operations isn't keeping pace with net income at many companies, and investors are beginning to notice. Our exclusive study of the Standard and Poor's 500 reveals which companies have the widest gaps between the two measures.
For traditional companies, launching a dot-com can trigger a groundswell of jealousy, backbiting and suspicion. And that's just from employees, who may end up squabbling over titles, resources, salaries, and stock options.
CFO magazine's 2000 compensation survey reveals that more than half of total CFO pay is now driven by the stock market. But that doesn't mean it's linked to performance.
The Internet is ushering forth a new breed of business applications that could streamline financial functions or simplify back-office functions. But compared with other senior managers, CFOs have been slothlike in embracing this technology.
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