Companies are revising their plans for bonuses and other incentive compensation as the coronavirus pandemic upended financial forecasts and executives managed through a once-in-a-lifetime economic downturn.
“Words alone are not enough.” Corporate moves to halt political funding and decry the forces behind the Jan. 6 riot have accelerated a broader movement in business to address social and political issues.88
Remote work during the pandemic has presented many family offices with a unique set of operational challenges, given their structure and traditional ways of doing business. CFOs have helped to lead these organizations in a time of change toward a new, more adaptable model that can better prepare them for future threats.
Regulators increasingly expect more from financial services organizations than basic compliance with consumer protection laws. A proactive approach to protecting customers begins with a strategy for identifying how they might be harmed across the full scope of products and services, then mitigating risks.
If COVID-19 weren’t incentive enough, a rise in regulatory activity globally is motivating many organizations to move their approach to third-party management up the maturity curve. Changing expectations and growing uncertainty increase the appeal of a comprehensive, multidimensional approach.
Deloitte economists draw on anecdotal evidence from the first two post-Brexit weeks and findings from Deloitte UK’s fourth-quarter CFO survey to discuss impacts of the UK-EU Free Trade Agreement on the UK economy and implications for its businesses.
China’s digital renminbi project is on track to launch an electronic payment system that will prove beneficial to multinational companies (MNCs) doing business in China, offering the potential for reduced operational costs and risks and new market opportunities. CFOs have a leading role to play in understanding how to help capture value as these new digital currency and payment capabilities are introduced and evolve.
The COVID-19 pandemic has created an unprecedented crisis for the health care industry that has required new levels of financial management. Health care CFOs are adapting long-term growth strategies to accelerate their focus on consumers and virtual health while navigating short-term financial and organizational challenges, according to a Deloitte Center for Health Solutions survey of health system and health plan CFOs.
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