To thrive in today’s business environment, in a world with growing complexity, organizations are increasingly relying upon the technological and strategic approach and must navigate a range of new challenges and responsibilities, reporting on the past, managing the present, and creating the future.
How have the new norms altered the profile of a CFO? What role will digitalization play in navigating the risky road ahead? How can the CFO deploy the current tech-preparedness to be a BCP custodian?
In this session we will be discussing the most important fundamental for companies - a strong framework and management of CG. Companies that hold a high standard of accountability, transparency and sustainability in the market will play an important role in restoring investors’ confidence.
As the CG ecosystem will be effective only when there is collaboration among stakeholders involving, regulators and the boards, how can a CFO ensure that the target of restoring investor confidence is achieved by building a strong CG ecosystem, during troubled times?
COVID-19 has disrupted businesses with loss of manpower and curtailed investments. Liquidity has become the immediate focus for business survival. Business leaders are taking stock of assets, equities, debt, liquidity forecast etc to derive a plan on how to better manage short-term liquidity surges.
What are new techniques that some of the successfully revived companies employ to prudently manage their liquidity? Which other factors including, pricing and inventory management, CFOs could employ in improving cash availability?
As we know the Government of Malaysia has introduced the fourth economic stimulus package valued at RM35 billion (S$11.4 billion) to handle the economic risks arising from the Covid-19 pandemic. Expected to strengthen the nation’s competitiveness and develop new sources of growth, could the stimulus packages provide the much additional impetus to the domestic economy? How financial custodians can look for new opportunities in investment, disinvestment, diversification and expansion from the stimulus packages and reliefs, and plan for road ahead?
Today’s fast-moving business landscape requires that all decisions big and small are backed by thoughtful analytics and there’s a tremendous opportunity for the CFO to spearhead this transformation and guide the company through an imperative organizational challenge. In this session learn how to get equipped with advance analytics in building organizational processes and most importantly to influence cross-department decision-making.
This session reviews the lessons learned by private and public sector organizations as they take their BCPs off the shelf and react to the global pandemic in real-time. We will review what is going well, and what needs to change going forward, in order to prepare for the next pandemic or event.
CFOs are in the getting into the sharper spotlight in an uncertain market. They will have greater say than ever before on tech budgets and priorities. With the current crisis that the world is tiding over, it becomes all the more important for the CFO to digitize the business and devise ways for making the data available in a digital format. How prepared this generation’s CFOs were when virtualization hit us? What are the lessons learnt in the last 3Q and how are we integrating those learnings? What course correction will the CFO need to implement for the team?
In case your business is facing a downturn with severe effects on liquidity, a turnaround is required to avoid insolvency. In this session we will have two speakers sharing their views in dealing with the pandemic with one being conservative and the other speaker being confident in assessing their risk and vulnerability.
• Riding the Wave Up -What should CFOs be doing to maximize their effectiveness and influence? • Riding the Wave-Down -How do the impacts of COVID-19 compare to prior crises? • How do you put various scenarios into action? • Dealing with a third wave of infection, how companies can deal with their risk and vulnerability?
Companies are shifting to the Cloud for the ease of use, operational efficiency, effective decision making and business agility. FP&A teams need to realize improvements to the quality of business data by taking an active, operational role throughout the planning, implementation, and post-implementation usage of these systems.
We cannot deny the fact that CFOs are looking at the critical part of staying optimistic and trying to understand how long this downturn will last. A silver lining in the sudden switch to remote operation of finance functions is that it has provided an opportunity to fast-track their digital processes. In this session we will be looking at how finance leaders are managing the virtual environment and whether they are using this short burst of virtualization for long term digital gains.
The current pandemic has forced many companies and entire industries, to rethink and transform their global supply chain model. In a hyperconnected global supply chain with unexpected risks like the current global pandemic, the CFO must also examine geopolitical risk factors and its potential impact on the supply chain.
What steps should be initiated in devising your supply chain strategy, to minimize your disruptions? What will be new emerging models?
Proactive, periodic and positive communicating on the organization’s financial crisis strategy to employees, boards and investors will enhance the credibility and can ensure a faster return to normalcy. A transparent financial reporting is the fundamental denominator between companies and their shareholders. Why was it challenging to maintain periodic and proacive messaging? How to address the operation issues in crafting financial communications? How to engage multiple stakeholder groups while creating communications?
