How to Strategize During Disruption After a tough year, organizations and their boards may be tempted to completely overhaul their strategic plans and planning processes. Here are three tips on what to do—and what not to do—to create and execute strategy in turbulent times.

Planning for the Future in Unprecedented Times If the tumult of 2020 has you wondering how to even begin planning for 2021, fear not: Scenario planning can help finance professionals budget, strategize, and position their organizations for success.

COVID-19’s Impact on Lease Accounting In a turbulent market, lease modifications and concessions have become common but still require careful analysis.

Bias and the Board When bias goes unnoticed and unchecked, it can deteriorate governance best practices, derail solid decision-making, and depreciate shareholder value.

When to Test Goodwill and Indefinite-Lived Intangible Assets for Impairment Entities whose operations are negatively affected by COVID-19 may need to consider testing their assets for impairment.

Three Strategies for Maximizing Cash Flow With the CARES Act CPAs who only see the CARES Act as a way to access immediate liquidity from loans and grants may be overlooking significant tax provisions that can continue to generate cash flow in 2021 and beyond.

The Evolution of Today’s CFO and Controller The current COVID-19 crisis, the Great Recession, as well the rapid changes in technology and the business world in the last 10 years, have changed the role of the CFO and controller in middle market companies.

Creating Liquidity by Right-Sizing Tech Costs In a time when liquidity is crucial, managing technology and telecommunication costs can free up cash flow without impacting your organization’s productivity.

Risk and the Board It’s not a game; how corporate boards analyze and respond to risk is critical in a crisis.