Accounting and analytics
accounting professionals, 55–56
audit and fraud-detection procedures, 55
audit process, 49–50
big data, 51
business planning, 50
business process management, 51
data experts, 53–55
data integrity and reporting, 56
organizational silos, 56
organizational support, 57–58
practitioner perspectives, 50
presentation tools and graphics, 136–137
regression analyses, 52
stakeholder decision making
exploratory research, 121
information visualizing, 120
key performance questions, 119
presentation, 121
quantitative information, 120
quantitative methods, 119–120
stakeholder requirements, 49
strategic headset, 52–53
strategic management accounting, 122–123
Ambassadorship, 87–88
Business process management (BPM)
accounting professionals role, 92
advocacy and campaigning, 86
ambassadorship, 87–88
analytics and big data, 89
business decision-making process, 92–93
competitive and regulatory landscape, 91
corporate governance, 81–82
digitization, 81
disruption and industry-wide change, 89
ERP system, 108
integrated reporting, 82–85
internal and external stakeholders, 93
leveraging technology, 80
nontraditional and qualitative information, 77
operations and senior leadership, 91
organizational cohesion, 79–80
organizational demands, 76
Porter’s Five Forces, 80–81
process improvement, 76–77
project ID, 109
project management, 108–109
quantitative financial information, 77
reporting and compliance requirements, 79
stakeholder reporting, 90
strategic management accounting, 77–79
strategic plans, 90–91
technology, 76
traditional brand building, 85
transformational shift, 87
variance analysis, 80
workflow and policies, 80
Corporate governance
activist investor perspective, 33
adding value
financial and business decision making, 37
information technological services, 38–39
managerial slack, 37–38
proactive accounting function, 36–37
ranking and metrics, 34
terminology and frameworks, 34
Alibaba, 12
business process management, 81–82
challenges and opportunities, 131
conglomerate structure, 33–34
data management, 12
decision-making process, 13
Dodd-Frank Act, 13
dynastic-like governance, 33
GMI ratings, 131
government bailouts, 131
integrated reporting
management accounting function, 34
managerial implications, 35–36
preliminary governance research, 35
qualitative information, 34
sustainability-oriented reporting, 35
interconnected organizations, 34
internal and external stakeholders, 31
leadership, 66–67
management structure, 32
market-based support, 14
metrics, 167–169
organizational resources, 131
Sarbanes-Oxley Act, 13
social and relational capital, 169–170
subcommittees, 32
transparency and disclosure, 32
Volkswagen (VW), 137–140
Yahoo operations, 12, 13, 132–136
Corporate sustainability performance (CSP), 44
Corporate venturing, 144
Data-driven decision making (DDDM)
accounting professionals, 48
big data and analytics, 47–48
organizational data, 47
strategic thinking and planning, 48–49
Dodd-Frank Act, 13
Dow Jones Sustainability Index (DJSI), 44
Enterprise Resource Planning (ERP) system, 108
Finance 2.0
accounting
business decisions, 75–76
business problem, 74–75
information delivering, 74
leadership aspect, 75
business process management
accounting professionals role, 92
advocacy and campaigning, 86
ambassadorship, 87–88
analytics and big data, 89
business decision-making process, 92–93
competitive and regulatory landscape, 91
corporate governance, 81–82
digitization, 81
disruption and industry-wide change, 89
ERP system, 108
integrated reporting, 82–85
internal and external stakeholders, 93
leveraging technology, 80
nontraditional and qualitative information, 77
operations and senior leadership, 91
organizational cohesion, 79–80
organizational demands, 76
Porter’s Five Forces, 80–81
process improvement, 76–77
quantitative financial information, 77
reporting and compliance requirements, 79
stakeholder reporting, 90
strategic management accounting, 77–79
strategic plans, 90–91
technology, 76
traditional brand building, 85
transformational shift, 87
variance analysis, 80
workflow and policies, 80
financial reporting, 73–74
Financial capital, 158, 173–174
Governance Metrics International (GMI), 34
Human capital, 156, 170–171
Integrated reporting
business operations, 16–17
business process management
challenges and obstacles, 83–84
digitization, 83
growth opportunities, 82–83
multiple capital model, 84–85
smart devices, 83
strategic thinking, 84
cohesive organizational strategy, 10
corporate governance (see Corporate governance)
data quality and accuracy, 160
deficiencies, 19–20
end users benefits, 18–19
evolution of, 24–30
financial performance, 6
guidelines, 21–23
guiding principles and concepts, 124
IIRC, 5
integrated thinking, 19
management accounting, 10–11
multiple capital model, 7, 23–24, 160–162
new market requirements, 7
nontraditional measures, 6
organizational performance, 6
senior-level decision makers, 9–10
stewardship role and mindset, 17
strategic accounting function, 11–12, 17–18
strategic initiative, 11
substantive paradigm shifts, 17
sustainability (see Sustainability)
traditional financial reporting, 18
traditional 10-K reporting, 159
transition and evolution, 18
Intellectual capital, 155–156, 171–172
International Integrated Reporting Council (IIRC), 5
Manufactured capital, 154–155, 170–171
Multiple capital model (MCM), 7, 23–24
business process management, 84–85
financial capital, 158
human capital, 156
implementation and maintenance, 24
integrated reporting, 160–162
intellectual capital, 155–156
manufactured capital, 154–155
natural capital, 157–158
practitioner- and market-based research, 23
radical adjustment, 158–159
relationship, 157
senior-level decision makers, 154
social capital and branding, 156–157
Natural capital, 157–158, 172–173
Real estate investment trust (REIT), 178
Relational capital, 156–157, 169–170
Sarbanes-Oxley Act, 13
Social capital, 156–157, 169–170
Stakeholder decision making
exploratory research, 121
information visualizing, 120
key performance questions, 119
presentation, 121
quantitative information, 120
quantitative methods, 119–120
Strategic management accounting (SMA)
business process management
managerial information, 77–78
narrow reporting and analysis context, 79
organizational improvement, 78
quantitative metrics, 78
corporate venturing, 144
creativity, 176–178
critical path, 98–100
cross-functional team development, 116–117
cross-functional training, 115
data and business decision making
accounting professionals, 67
bean growing concept, 70–72
board members, 68
board performance evaluation, 68–69
market performance, 68
transparency, 69–70
decision-making process, 178–179
financial information, 2
flexible factories, 146
human resources, 117–118
implementation
accounting function, 66
data and analytics, 64
governance leadership, 66–67
guidelines, 61–62
information communication, 64–65
information technology, 62–63
internal decision-making process, 64
Key Performance Questions, 65
management accountants, 61
needs of informational users, 66
operational data integration, 65
information delivering, 148–150
integrated financial reporting
business operations, 16–17
cohesive organizational strategy, 10
corporate governance (see Corporate governance)
deficiencies, 19–20
end users benefits, 18–19
evolution of, 24–30
financial performance, 6
guidelines, 21–23
IIRC, 5
integrated thinking, 19
management accounting, 10–11
multiple capital model, 7, 23–24
new market requirements, 7
nontraditional measures, 6
organizational performance, 6
senior-level decision makers, 9–10
stewardship role and mindset, 17
strategic accounting function, 11–12, 17–18
strategic initiative, 11
substantive paradigm shifts, 17
sustainability (see Sustainability)
traditional financial reporting, 18
transition and evolution, 18
internal communication, 59–60
IT and financial management, 110–113
leadership, 59
legacy information systems, 60
metrics, 163–166
models for change, 180
multiple capitals, 116–117
nontraditional reporting, 2
operational aspects, 110
organizational leadership, 60–61
PowerPoint presentations, 150–151
predictive analytics
future results, 103
operations and financial leadership, 103–104
quality improvement, 101–102
relationship building, 105–106
revenue and cost drivers, 104–105
strategic thinking, 103
traditional budgeting and forecasting, 102
profession transitions, 60
reporting, 107–108
stakeholder landscape
accounting and finance functions, 4
accounting professionals, 4
business decision making, 3–4
business issue, 2–3
chief financial officers, 4
externalities, 5
nontraditional stakeholders, 3
operational information, 3
stakeholder reporting
accountants, 9
financial reporting process valuation, 8–9
multinational aerospace organization, 8
post-financial crisis business environment, 8
qualitative and quantitative information, 9
strategic bets, 147–148
strategic headset, 180–181
team development, 113–114
temporary organizations, 145
Sustainability
adding value, 44–45
Adidas, 141–143
bottom-line analysis, 41
business decision making, 141–142
challenges, 15
consistency and standardization, 14–15
cost/benefit ramifications, 16
environmentally oriented initiatives, 39
legitimacy and consistency, 40
metrics, 166–167
organizational decision-making process, 41–42
organizational leadership, 130
qualitative conversations, 130
reporting and assurance standards, 15
research, academia, and practitioners partnership, 16
SASB, 14
segmenting, 41
standardization, 42–44
standards and metrics, 40
Sustainability Accounting Standards Board (SASB), 14, 43