Opinion
The new FASB rules require public companies to disclose incentive compensation in greater detail, prompting companies to review their compensation management processes. The article highlights current management pain points and poses four key questions for executives to evaluate, recommending early preparation for a smooth transition.
Artificial intelligence is rapidly integrating into the workflows of financial executives. Runway CEO Siqi Chen writes that CFOs should not fear AI but should proactively master its application. Based on survey data from American Express, the article proposes key strategies such as solidifying the data foundation, deliberate deployment, seamless integration, and building human-machine collaboration mechanisms to help financial leaders leverage AI to improve decision-making efficiency.
Although artificial intelligence and machine learning are highly anticipated, technology alone cannot eliminate structural bias in credit approval. Jin Han, Chief Legal Officer of Pipe Technologies, points out that traditional credit scoring models are systematically unfair to female and minority business owners, and AI is not a panacea. By using income-based assessments, reducing reliance on credit scores, and combining automation with human review, Pipe has successfully provided financing to more small and micro enterprises. The article emphasizes that achieving financial inclusion requires a combination of patient, thoughtful human consideration and technological efficiency.
The rise of generative artificial intelligence (GenAI) has brought powerful, accessible, and scalable tools that can be exploited by fraudsters, leading to a range of cybersecurity issues from data breaches to malware, and resulting in various forms of theft. This article analyzes the current threat landscape of GenAI fraud through real-world cases and industry forecasts, and proposes defensive recommendations such as learning about technology, identifying vulnerabilities, training employees, cross-departmental collaboration, and sharing experiences to help enterprises mitigate risks.
CFOs play a key role in driving AI investment and safe application. Based on the AvePoint report and McKinsey data, the article proposes three key points: balancing adoption and risk, ensuring data governance policies, and encouraging safe experimentation, while emphasizing cross-departmental collaboration and roadmap development.
The flaws of paper checks have sparked widespread discussion, yet the healthcare industry remains entrenched in this outdated payment method. This article points out that paper checks not only cause financial waste but also pose a risk in an era of rampant check fraud, while dragging down patient satisfaction. Digital payments offer cost savings, efficiency gains, enhanced security, and data value, making them a necessary choice for healthcare providers to maintain competitiveness.
As global sustainability disclosure regulations tighten, the pressure on companies to collect, calculate, and report greenhouse gas (GHG) data is increasing. Based on the views of Emily Pierce, Global Head of Policy at Persefoni, this article analyzes regulatory developments such as the SEC climate disclosure rules, California climate legislation, and the EU CSRD directive, pointing out that CFOs need to integrate GHG data into financial planning and leverage software automation and artificial intelligence technologies to enhance efficiency and compliance capabilities across four dimensions: carbon footprint accounting, internal control verification, Scope 3 reporting, and trend analysis.
This article, co-authored by independent advisors from Deloitte's CFO Program and CIO Program, proposes that companies should achieve cross-functional collaboration like top sports teams. Citing data from Deloitte's CIO Perspectives report and CFO Signals survey, the article emphasizes that finance and technology leaders need to build a shared vision, integrate technology strategy into the organizational core through a combination of offensive and defensive thinking, cross-functional talent development, and senior leadership commitment, to address the challenges and opportunities brought by emerging technologies such as generative AI.
Although digital transformation is not optional, budget allocation requires balance. Enterprises often overinvest in high-cost strategic consulting while neglecting organizational change management, talent acquisition, and external financing opportunities. This article proposes planning based on detailed business cases and total cost of ownership, emphasizing the importance of pragmatic execution and professional support.
Digital transformation has become an inevitable choice for business survival. Finance leaders need to shift from facilitators to drivers, working closely with IT and data teams. Based on insights from AICPA & CIMA executive Tom Hood, this article analyzes finance's key role in automation, data analytics, and governance, and points out that breaking down departmental silos and establishing a data culture are critical to success.