How nonprofits can create compelling board reports

Because nonprofits must report to a huge array of stakeholders—from individual donors to the grant-giving federal government—and because they must stretch every dollar, their nonprofit budgeting and reporting requires even more detail than that of for-profit institutions. What’s more, these organizations don’t have the luxury of increasing overhead costs, which… [READ MORE]

Thanks for the feedback. Keep it coming.

There’s feedback, and then there’s feedback. When your entire job is focused on ensuring the success of customers, there’s no better feedback than the kind that comes directly from the people who use your platform. Don’t get me wrong: We’re thrilled when we earn recognition from respected analysts. But customer… [READ MORE]

3 tips for better financial reporting

For FP&A, financial reporting is a tricky balancing act. If you share too many reports, business leaders may give up reading them all together. In a study by the American Institute of CPAs and the Chartered Institute of Management Accountants, 32% of C-level executives said more data has made things worse,… [READ MORE]

3 roadblocks keeping you from being a strategic CFO

If you’re a CFO, you probably know your job is changing. Today’s high-performing organizations demand more strategic financial leadership. These companies want their CFOs to proactively manage business performance and to do it with an ever-increasing array of technologies and data. But as complexity skyrockets, CFOs’ resources aren’t keeping pace.… [READ MORE]

The CFO in the cloud

The CFO as a change agent? Just a few short years ago, that idea would have been a real stretch. However, the digital transformation of companies has become a key driver in turning CFOs into change agents around the globe. In recent studies by Deloitte, we identified three major technological trends… [READ MORE]

The risky business of thinking small

When it comes to planning your future, the biggest mistake you can make is to think small, to limit your vision. Thinking small means thinking tactically rather than strategically, which is risky. Tactical thinking tends to restrict your focus to simple historical financial reporting, static budgeting, and limited collaboration in… [READ MORE]