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VADEMÉCUM

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managing FAO opportunities, challenges, and risks. This guidance – which targets CFOs, finance and accounting managers, and others responsible for selecting, implementing and managing FAO relationships – centers on what might be done at each stage of the FAO lifecycle to create and manage a successful FAO initiative.

Evaluating the Effectiveness of Internet Marketing Initiatives

Though there have been many calls by corporate and academic leaders for the measurement of payoffs of Internet marketing, there has been little developed that provides managers with the guidance they need to evaluate Internet marketing success. It is no longer acceptable to make these expenditures without the rigorous analysis necessary to prove success and to ignore the analysis in formal ROI calculations. It is also unacceptable to continue to approve these expenditures without formal evaluations of past successes and failures. This guideline provides both measures and a management control framework for implementation of Internet marketing initiatives and develops tools and techniques that are appropriate for measuring the financial returns. It also provides tools and techniques for improved planning and control (evaluation) of Internet marketing expenditures.

Using Strategy Maps to Drive Performance

Strategy mapping has revolutionized the way that strategy has been formulated and executed. A natural evolution that builds on the success of the Balanced Scorecard, Strategy Mapping has been the subject of recent books, articles and discussions. This discourse has greatly raised practitioner awareness and interest in the value of integrated strategic scorecard systems by focusing on what these tools are, why companies adopt them and by providing high level implementation frameworks and examples from practice.  However, when it comes to actual implementation detail, practitioners soon find there is currently no detailed document, or set of guidelines, that illustrate how to take advantage of the power of Strategy Mapping in a straightforward, easy-to-understand format. This MAG fills that gap by providing  a set of guidelines that describe how to implement Strategy Mapping in a practical, step-by-step format. 

Integrating Social and Political Risk into Business Decision Making

The corporate risk landscape has shifted significantly in recent years with risks that are both larger and more varied than ever previously thought. They are far broader and have been seen in companies and countries that thought they were shielded. With globalization increasing rapidly, a common challenge is how to integrate the social and political risks of government instability, political corruption, business corruption, child labor practices, anti-corporate sentiment, terrorism, environmental pollution, and others into management decisions. To date, an adequate methodology for integrating these issues into a risk management process has been largely absent.

The Reporting of Organizational Risks for Internal and External Decision Making

The regulatory pressures for improved risk assessment and reporting on internal control have increased around the world. The reason - corporate accounting failures, frauds, internal control breaches, and governance failures have been seen in companies and countries that thought they were immune to these events. In response, the requirements of the Sarbanes Oxley Act of 2002 in the U.S. and similar new regulations in other countries are among the many prominent forces driving improved corporate governance and transparency. Risks that organizations face are larger and more varied, and have more global effect. These risks relate not only to reporting and compliance; they also include strategic and operations risks.

Business Continuity Management

In the 21st century, organizations that fail to develop and implement effective disaster-management plans will be defined by their ineffective responses to disasters.The finance and accounting managers—along with the senior-level executives, functional and operational managers and corporate directors who read this guideline will learn how to define BCM and its essentials and processes; identify the BCM-related roles of corporate managers and directors; and work through a BCM framework for developing and maintaining effective business continuity management processes.

Identifying, Measuring and Managing Organizational Risks

Risk is an inescapable element of competing in a market economy. Organizations must be able to evaluate many types of risk—political, social, environmental, technological, economic/competitive, and financial—and incorporate the results into decisions regarding investments and operations, as well as into the systems used to monitor and evaluate the effectiveness of the actions taken.

Evaluating Performance in Information Technology

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