CASE STUDY: Blythe J. McGarvie CFO Project Volume 3, July 31, 2007
A Personal Perspective on Business Performance Management
Blythe J. McGarvie, Leadership for International Finance LLC

 How the New Executive Pay Reporting Rules Help Credit Analysis CFO Project Volume 3, July 31, 2007
New rules from the SEC enhance disclosure and provide greater insights into board and management decisions.
Moody's Investor Service

 Interview with Susan F. Shultz and Cheryl de Mesa Graziano CFO Project Volume 3, July 31, 2007
Two governance experts discuss the evolving role of the CFO and the relationship with boards of directors.
Susan F. Shultz, The Board Institute, Inc., Cheryl de Mesa Graziano, FEI Research Foundation

 Partnering With CFOs to Build the XBRl-Enabled Company CFO Project Volume 3, July 31, 2007
Hitachi America, Ltd. XBRL Business Unit delivers superior XBRL (eXtensible Business Reporting Language) products and services for the XBRL-enabled company.
Wilson So, Hitachi America, Ltd.

 Performance Pay Maxims 1 to 9 CFO Project Volume 3, July 31, 2007
When setting executive compensation, boards should consider a variety of incentive options.
Paul Hodgson, Corp. Library

 Results of FERF's Corporate Governance Survey CFO Project Volume 3, July 31, 2007
Findings indicate that most are satisfied with audit committees and are enhancing corporate governance practices.
Arizona State University

 Weighing the Options for Funding Nonqualified Benefits CFO Project Volume 3, July 31, 2007
Assessing the characteristics of potential informal funding assets can help identify which best meet a company’s overall objectives.

 World-Class Enterprise Performance Management Drives More Than Twice the Shareholder Return CFO Project Volume 3, July 31, 2007
While top performers use EPM to drive higher stock prices and dividends, many typical executives ignore shareholder value in strategic planning.
Bryan Hall, The Hackett Group

 BPM: The Missing Tax Component CFO Project Volume 2, October 01, 2003
Tax must become an integral part of any organization’s performance management process to truly maximize shareholder value.
David A. Davidson, Accenture, Sunil Tanna, Accenture

 Data Visualization CFO Project Volume 2, October 01, 2003
Interactive, multidimensional, and animated data-representation tools can help improve business processes and the bottom line.
David Adams, Accenture

 Document Output Analysis CFO Project Volume 2, October 01, 2003
While companies continue to examine corporate expenditures in the effort to remain operationally lean, document production infrastructures continue to slip under the radar, resulting in millions of dollars in lost profit annually.

 Entergy: Information Management Supports Strategic Execution and Investor Communications CFO Project Volume 2, October 01, 2003
Sustainable shareholder value requires both the delivery of superior corporate performance and a clear understanding of this performance by the investment community. Investor relations drives this second critical component by effectively communicating with investors and analysts, managing their expectations, and reinforcing the credibility of management. This role requires IR to have superior access to information across the company, highly efficient business processes, and supporting technologies.
Nancy C. Morovich, Entergy Power Marketing Corporation, Richard A. Fontaine, Accenture

 FEDEX® Custom Critical CFO Project Volume 2, October 01, 2003
We can look at our financial projections for the year and tell the Board of Directors exactly where direct management control contributed to the bottom line.
Keith Cline, Federal Express Corporation

 Managing Shareholder Value CFO Project Volume 2, October 01, 2003
An EVA integrated financial management framework gives companies the resources to increase shareholder value by helping them to communicate, coordinate, train, and plan more effectively.
G. Bennett Stewart III, Stern Stewart, Thomas E. Zsolt, Hyperion

 Marketing Your Stock CFO Project Volume 2, October 01, 2003
Investor targeting should be recognized for what it is: marketing. The goal is to increase demand, and the cultivation of new investors should be as carefully planned and executed as any other marketing venture.
Jamil Aboumeri, Thomson Financial

 Shareholder Value and Growth CFO Project Volume 2, October 01, 2003
Profitable growth, not quarterly earnings, is the best way to assure the creation of long-term value for shareholders.
Brian F. McCarthy, Accenture

 Siemens AG: Groundbreaking, Web-Enabled Reporting Leads to Coveted NYSE Listing CFO Project Volume 2, October 01, 2003
Siemens AG’s goal of being listed on the New York Stock Exchange set up an enormous challenge for the Europe-based electronics giant, including a requirement to adopt U.S. Generally Accepted Accounting Principles. With the help of Accenture and SAP, Siemens was able to implement a new business capability and process on time and on budget.
Andreas H. Schuler, Accenture, Peter Jaud, Accenture, Claudio Thum, Accenture

 World-Class Tax Capabilities CFO Project Volume 2, October 01, 2003
World-class companies actively manage their tax function rather than treat it as a compliance activity. In so doing, they are leveraging one of their greatest opportunities to improve shareholder value.
Jonathan Koslover, Accenture, Andrew Cheung, Accenture