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Against the backdrop of the COVID-19 pandemic exposing operational vulnerabilities, CFOs need to re-examine internal controllable process bottlenecks. Accounts payable (AP), as a labor-intensive link, can achieve significant benefits through digital transformation, including cost reduction of up to 80%, processing time shortened by 95%, and reduced fraud risk. Based on industry insights from a Transcepta executive, this article systematically outlines six core advantages and cites a practical case from a large university to demonstrate the quantified results of automated processing.

In 2020, Gilead Sciences invested more than $27 billion in a series of deals to build its oncology franchise, seeking to transform from an antiviral giant into a leader in cancer treatment. This article reviews its deal trajectory, strategic shifts, and market reactions.

As of November 10, 172 SPAC transactions this year have raised approximately $63 billion, with an average deal size of $367 million, far exceeding levels from five years ago. SPACs are not new, but recent increased participation by high-quality companies has made them a viable alternative to IPOs. However, rapid listing comes with pressures from internal controls and compliance, equity dilution, and alignment with sponsors' long-term visions, requiring CFOs to evaluate carefully.

The pandemic has forced compliance and internal audit functions to shift to remote testing, making data analytics a key tool for ensuring the effectiveness of risk mitigation measures. StoneTurn experts point out that directly accessing underlying data, connecting disparate data sources, and adopting risk-based testing can significantly enhance audit efficiency and effectiveness. This article, incorporating updates to the DOJ guidelines and anti-corruption cases, provides specific operational recommendations.

Recruiting experts point out that possessing strategic thinking, strong communication skills, and an operational finance background is key for CFOs to attract the attention of CEOs and boards of directors. Traditional promotion paths are gradually declining, while backgrounds in investment banking and public accounting are increasingly valued.

The pandemic has driven explosive growth in U.S. e-commerce, with online spending in the first half of 2020 increasing by $88 billion compared to the same period in 2019, and 1.3 million newly registered e-commerce businesses. Chris Shipferling, managing partner at Global Wired Advisors, writes that founders should plan their exit path from the company's inception rather than waiting until growth becomes apparent. The article analyzes three primary exit methods—M&A, IPO, and family succession—and uses cases like Asana's direct listing and Furnitureland South's family succession to illustrate the importance of early planning, while emphasizing that identifying and amplifying value drivers (high profit margins, brand strength, management teams, high-growth tracks) is key to achieving a desirable valuation.

In 1970, economist Milton Friedman proposed the corporate philosophy of 'profit supremacy,' which dominated corporate governance for the following 50 years. However, driven by climate change and social justice movements, the ESG (environmental, social, and governance) movement is overturning this tradition. This article analyzes how ESG is changing the CFO role—from a mere financial reporter to a guardian of broader stakeholder value—and introduces the core and expanded indicator framework for ESG jointly released by the World Economic Forum and the Big Four accounting firms, as well as the challenges and opportunities CFOs face in implementing ESG.

Facing economic uncertainty brought by the pandemic, CFOs play a key role in customer retention. This article explores how to enhance customer loyalty while maintaining financial health through flexible billing and collection policies, supplier negotiations, and customer experience management.

Traditionally, the relationship between CFOs and Chief Supply Chain Officers has been cost-centric, but today supply chain has become key to value creation. PwC's June survey shows that 30% of CFOs believe supply chain drives revenue growth more than talent, markets, or acquisitions. Oliver Wyman research indicates that supply chain costs account for 10% to over 20% of revenue, and optimization can reduce costs by up to 25%. This article uses case studies to illustrate how collaboration between CFOs and CSOs, supply chain transparency, and real-time data can help companies balance cost and resilience, unlocking hidden value.

The pandemic has disrupted the traditional workplace, and the focus of CFO responsibilities is shifting from shareholder interests to employee well-being. This article explores employee-centric digital transformation strategies, emphasizing the importance of empathy, flexible tools, and centralized management.