Financial Management & Risk

Empirical analysis reveals that conventional wisdom about big, risky change initiatives is often wrong.

Pete Maulik and Joey Bergstein discuss three fundamental truths for building an effective future-focused growth strategy.

Testing your assumptions in a logical order gives you the chance to make course corrections early.

Alternative financial metrics have become increasingly ubiquitous and more detached from reality.

Within organizations, cybersecurity needs to be everyone’s business — including the board’s.

Strategy works best if you determine your vision and vulnerabilities, then set business priorities.

In developing corporate strategy, leaders need clarity on how business units fit into the big picture.

After an ethics scandal, one company took an unusual step: Shifting its focus toward sustainability.

Trust in its brand (and its reach) positions Amazon to expand into financial services.

Companies should be more forthcoming about long-term value-creation strategies when communicating with investors.

Companies need a better understanding of how employees reach unethical decisions.

A new approach to scenario planning can help companies reframe their long-term strategies.

Boards need to take charge of share repurchases as part of the capital management strategy of their companies.

Accelerating compression of both revenues and profits in some businesses can be fatal, and fast.

Closely observing how work is done in your business can yield many opportunities for improvements.

Companies need to recognize — and account for — the financial risks posed by climate change.

To combat cyberattacks, companies need to understand both hackers’ tactics and their mindsets.

Many organizations need to develop greater expertise at valuing their data assets.

Advanced risk identification tools require companies to take a new approach to supply chain resilience.

If you think the biggest cybersecurity threat most businesses face is credit card theft, think again.