The Rise of Alternative Investments CFO Project Volume 3, July 31, 2007
Ten Things to Consider When Selecting a Fund of Funds Manager
Deanna McMahon, MullinTBG, Robert Ryan, MullinTBG, John Chon, MullinTBG

 The strategic CFO: Success secrets of high performing finance teams CFO Project Volume 3, July 31, 2007
Finance executives must meet a growing number of complex demands and challenges if their companies are to reach the next level of profitable growth.

 Active Information Management for Business CFO Project Volume 3, July 31, 2007
With Kalido, decisions are fueled by accurate, accessible and consistent information, delivered in real time, to dramatically improve corporate performance.

 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

 CASE STUDY: Infor CFO Project Volume 3, July 31, 2007
RSA Security Inc. Moves Beyond Budgeting to Comprehensive Performance Management

 Interview with Bill Hewitt CFO Project Volume 3, July 31, 2007
Bill Hewitt explains how companies can improve the bottom line with effective information management.
Bill Hewitt, Kalido

 Interview with Mark Smith CFO Project Volume 3, July 31, 2007
Mark Smith explores the performance management trends and issues facing finance organizations and the impact of recent market consolidation among financial management software providers.
Mark Smith, Ventana Research

 The Finance Function in Financial Services CFO Project Volume 3, July 31, 2007
Banks, insurance companies and others in financial services are continually reassessing their operational and cost management strategies as new market conditions arise.
BearingPoint

 Turning IT Services Change From a Minefield to a Gold Mine CFO Project Volume 3, July 31, 2007
Knowledge is power for CFOs weighing the risks and rewards of high-impact IT services deals.
Alex Veytsel, RampRate

 Want to Take Finance to the Next Level? CFO Project Volume 3, July 31, 2007
Infor Corporate Financial Management helps organizations focus resources, improve effi ciencies and leverage growth opportunities to drive continuous enterprise performance improvement.

 Are you delivering the information needed to fuel growth for your enterprise? CFO Project Volume 1, November 15, 2000
A recent study of 153 cross-industry chief financial officers (CFOs) reveals that commercialsector CFOs (those in manufacturing, high tech, transportation, retail and communications enterprises) understand more clearly than other CFOs what capabilities finance functions require to deliver value to their organizations. Commercial-sector CFOs place a high priority on delivering the real-time information that can fuel growth and innovation and improve return on investment (ROI). The study suggests, however, that there is a large gap between the priority commercial-sector CFOs place on this critical information and their ability to deliver it.
Tom Eiselt, BearingPoint, Michael Pugliese, BearingPoint, Nina Afshar, BearingPoint

 A New View of Capital Planning CFO Project Volume 2, October 01, 2003
New research looks beyond the application of financial appraisal techniques to examine the efficacy of other elements of the process.
Andy Neely, Cranfield School of Management, Mike Bourne, Cranfield School of Management, Chris Adams, Cranfield School of Management, Herman R. Heyns, Accenture

 Better Budgeting and Beyond CFO Project Volume 2, October 01, 2003
Research shows some companies have exorcised the term ‘budgeting,' while a group of Scandinavian companies have dispensed with budgeting altogether.
Andy Neely, Cranfield School of Management, Mike Bourne, Cranfield School of Management, Chris Adams, Cranfield School of Management

 Cartesis Finds New Home and Future CFO Project Volume 2, October 01, 2003
Cartesis is being acquired by a private equity group led by Apax Partners Funds. Ventana Research believes the move is a positive step for the company. It eliminates the ownership question that had been hanging over the firm since it became clear that its previous owner, PriceWaterhouseCoopers (PWC), would have to sell it because of new rules governing auditing firms. We advise our clients that thought Cartesis’s products were a good fit but were put off by the ownership issue, should look at it again. We recommend Global 2000 companies looking for a powerful and highly scalable statutory consolidation should consider Cartesis Magnitude.
Robert Kugel, Ventana Research

 Risk-Adjusted Measurement CFO Project Volume 2, October 01, 2003
Risk-adjusted return on capital enhances traditional value-based measurement approaches to drive risk-based decision-making to all levels of the organization.
Todd Warren, Accenture, Adel Mamhikoff, Accenture

 Seeing Activity-Based Costs CFO Project Volume 2, October 01, 2003
In addition to supporting dimensional profitability, emerging techniques such as activity-based costing can play a greater role in overall business performance management.
David Southiere, Accenture

 Strategic Capital Allocation CFO Project Volume 2, October 01, 2003
Companies with highly effective capital allocation capabilities will enjoy a competitive differentiation and sustainable shareholder value.
Robert A. Smith, Accenture, Brian F. McCarthy, Accenture

 The Path to Better Budgeting Is A Two-Way Street CFO Project Volume 2, October 01, 2003
March 22, 2004 - Ventana Research recently completed a comprehensive research study on how companies plan, budget and review. We found a large percentage of companies were evaluating changes in how they performed this important process. Companies believe that making the process more effective involves making it more collaborative. Ventana Research agrees with this approach.
Robert Kugel, Ventana Research

 Banks and Enterprises: Ideal Partners in EIPP CFO Project Volume 1, October 01, 2002
The cornerstone of any successful implementation is trust. Many EIPP solution providers offer compelling value propositions, but few integrate solutions and related cash management as deftly as partnership banks. In a bank-driven EIPP, the bank acts as a gaurantor of transactions. The regulated security orientation of banks further builds trust.