U.S. businesses can use a number of strategies to soften the impact of tariffs on their operations.
Accounting Operations Management
Process improvements in three key areas can improve workflow and provide finance with more time for analysis and advisory duties.
This process is a time of stress and long hours for employees, despite technological improvements. Here are some best practices to smooth the process.
It’s important to stay up to date with a document that can enable effectiveness and efficiency.
After two years of decline, the percentage of company financial staff devoted to general accounting leveled off in 2017.
Finance departments are under pressure to close the books faster, but efficiency is a stumbling block, two recent surveys show.
Transfer pricing can be a battleground for competing interests within a company. When those interests aren’t balanced, the company could lose out.
Best practices can help multinationals improve intercompany accounting, such as transfer pricing, cash management, and settlement, while preventing costly problems.
These tips can help reduce risk and the amount spent on accounts payable functions.
All organizations issue payments for expenditures, whether inventory purchases, repairs and maintenance expenses, utilities, or contract services. How well do you know the warning signs and preventive strategies for check and electronic payment tampering? Test your knowledge in this month’s interactive quiz.
Account reconciliation may be a familiar task for many CPAs and CGMAs working in business and industry, but there is always room for improvement.
The finance function is rarely expected to be the originator of a breakthrough product or technology. But it has an important role in ensuring that great ideas are spotted, encouraged, financed, and delivered efficiently to the market. “A finance function needs to be able to understand the business well enough
Tom Steiner would like to get CFOs to stop thinking so logically all the time. He contends that the world is emotional, not logical, and that “linear, logical people that concern themselves with numbers” are too focused on tasks instead of the people performing those tasks. Steiner, nicknamed “Dr. Tom”
Deciding what to include in the management discussion and analysis (MD&A) section of a financial report isn’t always easy. During a session at the AICPA Conference on Current SEC and PCAOB Developments, Katherine Gill-Charest, CPA, the chief accounting officer at Viacom, and Brian Lane, a corporate securities lawyer at Gibson,
Economic optimism, which started the year on an upswing, has fallen to a 12-month low, according to the latest AICPA Business & Industry U.S. Economic Outlook Survey, which was released Thursday. A big reason for the gloomier mood: Washington. “The overwhelming majority of comments this quarter focused on the fiscal
Employees at publicly traded companies have an advantage when it comes to understanding the financial health of their companies. After all, public companies are just that: public. And they release detailed financial results each quarter for the world to see. Employees at private companies, however, aren’t as plugged in. Indeed,
Lower hiring expectations and a steep drop in optimism about the U.S. economy summed up the uncertain mood of CPA financial executives who took part in the AICPA’s Business and Industry Economic Outlook Survey for the second quarter of 2012. Optimism about the U.S. economy dropped significantly after rising for
Three CFOs from three very different industries offer insight into the fickle global marketplace—and how their roles are changing because of it.
Author, venture partner, and consultant Geoffrey Moore made a pitch for a technological revolution Friday afternoon in the closing speech at the AICPA’s spring Council meeting. Consumer-facing business processes in professional services need to be re-engineered to accommodate the digital needs of clients and employees who already are using consumer
Prolonged economic sluggishness—which has limited organic growth and stymied mergers and acquisitions the world over—has given many companies something they didn’t have when things were busier: time, and reason, to think differently about new ways to build value. One place they’re increasingly applying the magnifying glass: their own ranks. More