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Finance operations are not as simple and clear-cut as it was decades ago. Given the imperative to accelerate digital transformation across industries, CFOs and finance teams need to get better at adopting new technologies and driving the integration needed to make these work optimally. Based on findings from Deloitte’s Asia-Pacific CFO Survey , striking the right balance between broad accounting proficiency and specialised technological skills has become a paramount concern for CFOs in the regio
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Finance isn’t just about the numbers. It’s about the people behind them. In a world of constant disruption, resilient finance teams aren’t just operationally efficient. They are adaptable, engaged, and deeply connected to a strong organizational culture. Success lies at the intersection of people, culture, adaptability, and resilience. Finance leaders who master this balance will build teams that thrive through uncertainty and drive long-term business impact.
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Automation related to inventory management is comprised of two main components: process automation, and physical automation. Both are designed to improve operations and procedures within a warehouse beyond the capabilities of human workers through the integration of artificial intelligence and robotics. Each type of component takes over a repetitive or time-consuming task, enabling workers to focus on more challenging jobs.
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Automation related to inventory management is comprised of two main components: process automation, and physical automation. Both are designed to improve operations and procedures within a warehouse beyond the capabilities of human workers through the integration of artificial intelligence and robotics. Each type of component takes over a repetitive or time-consuming task, enabling workers to focus on more challenging jobs.
Broadly speaking, there are 2 models of working as a financial advisor: operating independently as a firm owner or with a large affiliate platform such as a wirehouse broker-dealer, independent broker-dealer, or larger corporate RIA. Deciding which model to work under is a key moment in beginning or evolving a career as an advisor. In the independent model, owners/advisors are generally paid directly by the clients they serve, and they select and pay for the vendors, services, and employees that
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U GRO Capital's CFO, Kishore Lodha, suggests a distinct NBFC category for MSMEs to address their financial needs effectively. The CFO also highlighted the company's commitment to sustainability, emphasising growth strategies, including impact assessments and innovative financing solutions like rooftop solar and water sanitation.
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The evolution of the finance function over the past few years has been anything but apparent, with the whole advent of digitalisation within the team and the non-stop shifts in the market. Source: Gartner 10 digital must-do for CFOs With the new advancements in technology that are coming in left and right, finance leaders and teams are expected to face challenges in talent, what with all the requisites of attraction, acquisition, and retraining.
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