Your company stands a better chance of gaining ground on the competition during a downturn than when times are good. Preparing for the bad times is a strategic imperative, especially for your finance organization.

CFOs have been trying for years to chop back the time they need to complete the financial closing and reporting cycle, but by and large the results have been disappointing.

A reliable view of the future is an indispensable strategic tool, but few companies have fully automated their forecasting processes.

Companies' financial close and external reporting processes are time-consuming, poorly controlled, and error-prone. New technologies and emerging best practices can help.

Few CFOs have blazed a career path as varied and as rich with experiences as Dave Martin, CFO of Dimensional Fund Advisors. Here Martin recounts the hard lessons that come only from navigating finance organizations through the ups and downs of economic cycles.

As the person charged with overseeing the transaction processing for the Department of Homeland Security, U.S. Coast Guard Capt. Larry White says his role is really about moving resources between activities and missions.

Companies’ internal audit functions may be stretched thin, but helping out the CFO is still a priority.

The SEC’s Advisory Committee on Improvements to Financial Reporting is scheduled to issue a report detailing its recommendations later this month. Committee chair Robert Pozen met with Business Finance to discuss the panel’s current thinking.

Companies still struggle with earnings and sales projections, but determined action can yield big improvements in the forecasting process.