At CFO Selections, we work with many types of companies, from the large and complex to those more straightforward and easier to understand. They have vastly different finance and accounting structures. One size or type certainly does not fit all.
Larry Numata, on Sep 28, 2021
At CFO Selections, we work with many types of companies, from the large and complex to those more straightforward and easier to understand. They have vastly different finance and accounting structures. One size or type certainly does not fit all.
Larry Numata, on Sep 15, 2020
We are now seven months into the Covid-19 pandemic, and it is clear we are far from returning to “normal”; however, that may be defined. What is clear is the pandemic pushed the concept of work-from-home (WFH) from being a motivational tool and employee benefit to a way of life. Work-from-home will undoubtedly remain an essential part of company operations well after the pandemic is under control. REI, Zillow, Twitter, Square, and other companies announced a plan to work remotely indefinitely.
Moving to a remote work environment in March with little or no notice was extraordinarily disruptive and often haphazard at best. We did what we needed to operate in the so-called “new normal.” By now, most of us have settled into a regular work cadence and adapted to working apart from the rest of our teams.
According to the U.S. Census Bureau, nearly one-third of the U.S. workforce and half of all “information workers” can work from home. Though the number of people working partially or fully remote has been on the rise for years now, the COVID-19 pandemic may have pressed the fast-forward button on this trend.
With millions of people taking part in this work-from-home experiment, now is the perfect time for companies to take a fresh look at their internal control environments, especially as they relate to their WFH team members. What once worked with everyone in the same place may not be effective with a distributed workforce.
A critical self-examination of your company’s internal control environment begins with an assessment of the segregation of duties.
With Thanksgiving approaching, conversations and thoughts invariably turn to gratitude and thankfulness. We try to show our gratitude to the people in our personal lives and our own circumstances. However, do you do the same in your business life?
Readers may wonder why a space dedicated to CFOs and finance issues is taking the time to discuss a decidedly “soft skill.” Why should people in business be mindful of expressing genuine gratitude?
Employee motivation comes from several sources – compensation, promotion, and benefits are the most popular. However, do not overlook the power of showing gratitude.
Larry Numata, on Feb 5, 2019
Carl in accounting receives an urgent email from Erica, the company CEO.
The unusual email captures Carl’s attention, so he verifies that it is from Erica’s email and notes how the tone and writing style is consistent with her other email messages. The CEO is requesting a wire be sent immediately to the bank displayed in the email. Since Erica is out of town, Carl complies and sends the wire as requested.
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