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Transformational Journeys:
 Modern Business Planning

NO ORGANIZATION CAN thrive in a vacuum. Yet at many companies, the nance organization is asked to do just that. Despite the importance of the nance role and its unrivaled view of the enterprise, it is often seen by business leaders as a gatekeeper, headed by an executive derisively dubbed the “CF No.” Hamstrung by their siloed processes and nance-centric view of the world, CF Nos steer their companies to suboptimal performance because companies perform best when nance operates not as a gatekeeper but as a true business partner—a strategic adviser, an identifier of opportunities, a facilitator in seizing and capitalizing on those opportunities. Without that partnership, companies evolving and competing in an ever-changing marketplace are almost certainly destined to fall short.
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Driving Business Growth With Finance-Led, Integrated Business Planning

As Richard Dobbs and his co-authors pointed out in a Harvard Business Review article1 published in October 2015, “Although we can expect global revenues to grow by 40 percent or more over the next decade, increased competition from the Far East and disruptors invading traditional markets will cause global pro t margins to drop by a couple of percentage points.”
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New Technologies Transforming The Finance Function

TOP FINANCE EXECUTIVES have never been content merely to be caretakers of company finances, when the opportunity to help steer corporate performance to higher ground beckons. They are clearly situated to be strategic partners to the CEO and operations-focused leaders alike, knowing their companies’ value drivers as well as, if not better than, any other executive.
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Global Payments 2020: Transformation and Convergence

The following pages conjure a vision of the payments landscape in 2020 and beyond. We believe that the world of payments is going to be fundamentally transformed between now and then. It will be reshaped by technology and rede ned by regulation, the emergence of new economic powers, and changes in the
global currency landscape. Most importantly, payments will be refocused from a commoditised proposition to a strategic, value-adding solution; one that is offered with greater focus on the broader commercial and transactional context within which a payment (or a transfer of value) takes place.
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The New Global Competition For Corporate Profits

In the 25 years since its founding, the McKinsey Global Institute (MGI) has sought to develop a deeper understanding of the evolving global economy. As the business and economics research arm of McKinsey & Company, MGI aims to provide leaders in the commercial, public, and social sectors with the facts and insights on which to base management and policy decisions.
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MGI Global Competition_Full Report_Sep 2015.pdf
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Why Investors May Need To Lower Their Expectations

In the 25 years since its founding, the McKinsey Global Institute (MGI) has sought to develop a deeper understanding of the evolving global economy. As the business and economics research arm of McKinsey & Company, MGI aims to provide leaders in the commercial, public, and social sectors with the facts and insights on which to base management and policy decisions. The Lauder Institute at the University of Pennsylvania ranked MGI the world’s number-one private-sector think tank in its 2015 Global Think Tank Index.
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