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The Art of Leadership: Insights from Paula Amesbury on Inspiring Teams and Navigating Change

CFO Talks

The Art of Leadership: Insights from Paula Amesbury on Inspiring Teams and Navigating Change Introduction Leadership is more than making strategic decisionsits about inspiring people, adapting to change, and creating a culture where teams thrive. One-size-fits-all leadership doesnt work.

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The Future of Finance and Sustainability with Elizabeth Burns

CFO Talks

Elizabeth Burns, CFO of Gas du Cameroon (GDC), exemplifies this balance, demonstrating how strategic financial leadership can support environmental responsibility. Under Elizabeth’s leadership, GDC has achieved remarkable environmental milestones. Balancing these demands requires careful planning and prioritization.

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Post-Merger Integration: Strategies for Seamless Transition

E78 Partners

Companies must take a structured, strategic approach that aligns leadership, streamlines processes, and maintains stakeholder confidence. A well-defined PMI model typically includes: Pre-Integration Planning: Establishing objectives, leadership alignment, and an integration roadmap before the deal closes.

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The Key to Effective Risk Management in Business with Chris Weeks, CFO Center UK

CFO Talks

Prioritize Risks Effectively Using a simple four-box model that categorizes risks based on likelihood and impact, businesses can focus on high-priority risks that need immediate attention. BPs failure to enforce safety protocols and prioritize risk management led to one of the most devastating environmental disasters in history.

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How Kraft Heinz measures AI project value

CFO Dive

Successful enterprises often credit use case alignment with broader strategic goals to support project prioritization and taking into consideration available resources and expected timelines. “One Dipping into AI Earlier in the year, Kraft Heinz reorganized its technology governance structure.

CFO 127
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Common Reasons Behind Failed Mergers and Acquisitions & How to Avoid Them

E78 Partners

Common reasons mergers and acquisitions fail include: Inadequate Integration Planning: Without a comprehensive roadmap that aligns with the deal thesis, organizations struggle to prioritize, sequence, and resource integration activities. Let’s say a mid-sized manufacturer acquires a bolt-on supplier to consolidate operations.

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994: Balancing Top-Line Growth and Bottom-Line Results | Naresh Bansal, CFO, Menlo Security

CFO Thought Leader

Read More His company at the time—initially an independent entity focused on aggressive growth and innovation—offered a vibrant but challenging environment that tested the mettle of its leadership. jb “From the beginning, it is imperative to prioritize the following three fundamental pillars: people, systems, and processes.