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October 2006 |
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CMA Management is a dynamic business magazine designed to help senior management professionals make informed decisions and give them a strategic advantage. Published by CMA Canada, CMA Management is circulated to more than 35,000 CMAs and 10,000 CMA candidates and students. It is also available by subscription.
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Features |
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Sarbanes-Oxley in review
Despite challenging timelines and the introduction of new processes, the exercise of implementing Sarbanes-Oxley mandated controls was a useful one for many CMAs and their organizations. The lessons they learned can benefit others in the process of preparing for new Canadian regulations.
By Robert Colman
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Five steps to becoming a business partner
There are five prerequisites a management accountant should meet to become a truly effective business partner. By meeting these, a management accountant can add strategic value, building upon a company’s strengths.
Marie-Andrée Caron, CMA
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Forestry management and Canada’s Kyoto commitment
How carbon forestry initiatives add to Canada’s strategic toolkit for dealing with its Kyoto commitments — and may create growth in a critical traditional sector.
By Peter Ion
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March 2006 |
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Core values
Buying software is not the first step in an ABC project plan, or in any other type of upgrading process. Core values are at the heart of any project planning process. The challenge is determining what these are. An example of how Bank of America views its core values for ABC helps explain the process.
By Alan Vercio and Lee Champion
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Creating the digital cockpit
Patrick Palerme explains how GE has taken flight with the introduction of integrated balanced scorecards.
By Danièle Rivest, CMA
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| Columns |
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Human resources
Developing an effective mentoring program. Mentoring programs support the goal of employee retention and can make it easier to transition new employees into the core organization. With the right approach, any organization can benefit.
By Marcus Miller
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Management trends
Readjusted budgeting and analysis. Despite the growing sophistication of financial software at all levels, organizations continue to be leery of changing their old habits. Those medium-sized organizations that have initiated change are anticipating great opportunities for their organizations from better budgeting and forecasting support systems.
By Robert Colman
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Business strategies
<b>The pre-emptive strike.</b> By challenging and testing the assumptions of your company’s strategy, you create a stronger organization. How does your management team manage the process?
<br><i>By Peter Wright</i>
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Book review
<b>Promoting better governance.</b> Serving on a board of directors has never seamed so fraught with potential pitfalls. <i>Governance of Publicly Listed Corporations</i> should help new and well-established directors to maintain a proper footing on the way to more effective governance practices.
<br><i>Reviewd by Robert Colman</i>
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Information technology
<b>Internet services — the next big thing?</b>
Providing software functionality over the Web is not new, but until now, it’s never really hit the mainstream desktop. This may be the year that all that changes.
<br><i>By Jacob Stoller </i>
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Government issues
Research-to-market support The Canada Foundation for Innovation expands its funding for technology development at Canadian universities
By John Cooper
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Global view
<b>Ground support.</b> Selling abroad? Make sure you hire the right type of partner to make the move a success.
<br><i>By Andrew Douglas</i>
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Departments |
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Media bites
<b>Border busting</b>
<ul><li>Designed to Win</li>
<li>Multisourcing</li>
<li>Building Better Boards</li></ul>
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News and views
<b> New and noteworthy information you can use</b>
<ul><li>Finance execs struggle to support growth</li>
<li>IQ eluding firms, hampering growth</li>
<li>Canadian banks gain momentum with economic capital</li>
<li>Western cities' economies growing fast</li>
<li>Password overload - a risky business</li>
<li>High Tech: New version of Simply Accounting sofware package</li>
<li>New software</li></ul>
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