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<title>Gary W Patterson - EzineArticles Expert Author</title>
<link>http://EzineArticles.com/expert/Gary_W_Patterson</link>
<pubDate>Wed, 15 Feb 2012 08:32:58 -0600</pubDate>
<image><title>Gary W Patterson - EzineArticles Expert Author</title>
<link>http://EzineArticles.com/expert/Gary_W_Patterson</link>
<url>http://EzineArticles.com/images/ea_logo.jpg</url>
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<language>en-us</language>
<copyright>Copyright 2012 EzineArticles.com - All Rights Reserved.</copyright>
<description><![CDATA[Interviewed or presented internationally to over 70 publications and groups including Entrepreneur, Best Manufacturing (AU), Directors & Boards, Financial Executives Institute, Agenda and Top Producer. Gary W. Patterson, The FiscalDoctor?(R), works with leaders who want to uncover blind spots, so they can make better business decisions. He helps control your financial destiny, and capitalize on hidden high return opportunities, while limiting exposure to risk. ?EUR? is a Stanford MBA and Big-4 CPA ?EUR? with 30 years' experience with service, technology and supply chain companies ?EUR? has worked with over 200 companies ?EUR? has written widely on risk management, corporate governance, ... ]]></description>
<lastBuildDate>Fri, 30 Dec 2011 12:38:20 -0600</lastBuildDate>
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<title>Is It Time To Prudently Invest Money Again?</title>
<link>http://EzineArticles.com/6786927</link>
<guid>http://EzineArticles.com/6786927</guid>
<pubDate>Fri, 30 Dec 2011 12:38:20 -0600</pubDate>
<description><![CDATA[If you cannot say yes to all three of these points, why not? How can you quickly get to three yes answers so you can cautiously peek out of your bunker or foxhole? If you can say yes to all three of these answers, it may be time to cautiously increase the speed your business is driving.]]></description>
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<title>Where Have Assets on Your Books Lost Substantial Value?</title>
<link>http://EzineArticles.com/6773790</link>
<guid>http://EzineArticles.com/6773790</guid>
<pubDate>Tue, 27 Dec 2011 08:00:45 -0600</pubDate>
<description><![CDATA[Where are you unintentionally cooking the books? Where do your people know asset values have softened and yet have not been willing to step forward to tell you? Where do your people know assets need reallocation to meet key results for next year and are afraid to be the bearer of bad news? Should you engage an outside expert to provide a confidential second set of eyes on how you are looking for your financial and fiscal blind spots?]]></description>
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<title>Disgruntled Employees, Disgruntled Stockholders, or Disgruntled Economy</title>
<link>http://EzineArticles.com/6763868</link>
<guid>http://EzineArticles.com/6763868</guid>
<pubDate>Tue, 20 Dec 2011 13:45:59 -0600</pubDate>
<description><![CDATA[Where can you make lemonade out of the lemons the economy seems to be offering for the next year, and possibly next years? Use the glass half full attitude to see where this situation will create incredible opportunities for the prepared business to seize market share and best people. The best managed companies can increase their leads over the pack. Those further back in the pack gain the opportunity to move up significantly in their industry.]]></description>
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<title>How Much Greece Default or Denial Exists Inside Your Company?</title>
<link>http://EzineArticles.com/6679123</link>
<guid>http://EzineArticles.com/6679123</guid>
<pubDate>Tue, 08 Nov 2011 20:46:13 -0600</pubDate>
<description><![CDATA[Greece has been around for thousands of years. It will survive as a country. Who will look out for your company and your people? Why are executives ignoring major risks or issues that can cost them their companies? What blind spots should be clearly visible if someone, anyone, would step up to the plate to answer them?]]></description>
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<title>Where Can You Get a Reputable Free Quarterly Update on the Economic Outlook?</title>
<link>http://EzineArticles.com/6656274</link>
<guid>http://EzineArticles.com/6656274</guid>
<pubDate>Fri, 28 Oct 2011 11:52:53 -0500</pubDate>
<description><![CDATA[You will not be overwhelmed by traditional comments of the financial statement package, balance sheet, income statement or cash flow projections. You will get the strategic issues considered which impact the financial parts of your Board of Directors report package.This best practice can provide either the benefits from a risk management consulting firm or enterprise risk management services, or a good starting point if you decide to engage outside expertise later.]]></description>
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<title>What Is the Impact of the Major Companies Decision to Reduce Inventories?</title>
<link>http://EzineArticles.com/6656150</link>
<guid>http://EzineArticles.com/6656150</guid>
<pubDate>Fri, 28 Oct 2011 09:51:49 -0500</pubDate>
<description><![CDATA[How can you use what you have learned from investigating in more depth these questions to create a Plan C which is focused on creating an opportunity? What is this new term destocking?]]></description>
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<title>How Wide an Area Should You Be Selling To?</title>
<link>http://EzineArticles.com/6647849</link>
<guid>http://EzineArticles.com/6647849</guid>
<pubDate>Thu, 27 Oct 2011 11:39:12 -0500</pubDate>
<description><![CDATA[The concept that it is good to have a large number of customers in a range of industries distributed across a number of countries is like motherhood and apple pie as a concept. Executing the tactics to implement this strategy is a lot of work applied on a consistent basis through both the good and bad times.]]></description>
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<title>Why Not Just Forget Buy Low and Sell High</title>
<link>http://EzineArticles.com/6643712</link>
<guid>http://EzineArticles.com/6643712</guid>
<pubDate>Tue, 25 Oct 2011 16:22:36 -0500</pubDate>
<description><![CDATA[You just thought the secret of smart money was to buy low and sell high. Consider what the Wall Street Journal article Heavy is the Head That Wears the Crown reveals about the smart money crowd. Find a way to uncover your blind spots to make better business decisions and make money or reduce risk for yourself, your team or business. After all this introspection is the core of the supposedly fancy named concepts of risk assessment, enterprise risk management, ERM, operational risk management, ORM, strategic planning, contingency planning, due diligence, budget process, or business model revaluation.]]></description>
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<title>Why Does Obama Say These 90,000 Jobs Will Not Be Lost?</title>
<link>http://EzineArticles.com/6594114</link>
<guid>http://EzineArticles.com/6594114</guid>
<pubDate>Mon, 03 Oct 2011 15:57:35 -0500</pubDate>
<description><![CDATA[Senator Collins says her answer to this problem is a one year moratorium on most new regulations to give the US economy more time to recover. In his West Coast campaign appearances, President Barack Obama says the Republican complaints about regulatory job loss are not correct.]]></description>
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<title>What Does A Politically Incorrect View of the Job Outlook Imply For Your Business?</title>
<link>http://EzineArticles.com/6543302</link>
<guid>http://EzineArticles.com/6543302</guid>
<pubDate>Wed, 07 Sep 2011 08:26:53 -0500</pubDate>
<description><![CDATA[Should you hunker down to conserve cash and go more fiscally prudent in your company or view this as a strategic opportunity to be optimistic? You may benefit from mining the information in the article by best-selling author and financial advisor John Mauldin in the periodical Business Insider titled It is All About The Jobs. Because in spite of all these concerns, you have to make the business decisions today needed to run your business and life.]]></description>
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<title>Is It Time To Prudently Move Forward For Those Who Know Their Fiscal Condition?</title>
<link>http://EzineArticles.com/6495047</link>
<guid>http://EzineArticles.com/6495047</guid>
<pubDate>Tue, 16 Aug 2011 11:36:51 -0500</pubDate>
<description><![CDATA[No one wants to be blindsided by a million dollar mistake which should have been foreseeable if the CEO or leadership team had not let their eyes off the ball. To get an unfair advantage over one of your competitors or shine a spotlight on your blind spot, take five minutes to answer one or more of the questions relative to the process below.]]></description>
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<title>Is Now the Time to Skimp on Your Directors and Officers Coverage?</title>
<link>http://EzineArticles.com/6492653</link>
<guid>http://EzineArticles.com/6492653</guid>
<pubDate>Tue, 16 Aug 2011 10:32:57 -0500</pubDate>
<description><![CDATA[Is Directors and Officers (D&O) coverage the frog you should eat today? If putting your personal assets at risk, good corporate governance, enterprise risk management, strategic budgeting or your corporate attorneys suggestion are still not enough of a reason to act, consider reading the article below.]]></description>
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<title>Accounting Gimmicks Run Amuck?</title>
<link>http://EzineArticles.com/6057995</link>
<guid>http://EzineArticles.com/6057995</guid>
<pubDate>Tue, 15 Mar 2011 10:49:49 -0500</pubDate>
<description><![CDATA[If you cannot trust the operating, metrics and financial operating results shown on the financial package for the balance sheet, income statement, cash flow statement or special notes and comments, how can you make the correct fiscal leadership decisions to meet your strategic goals? Now that you had the opportunity to be smug about yourself, see where you are doing similar smoothing by truthfully answer the questions below.]]></description>
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<title>Back in Business With a Five-Step Best Practice Process</title>
<link>http://EzineArticles.com/6018966</link>
<guid>http://EzineArticles.com/6018966</guid>
<pubDate>Thu, 03 Mar 2011 13:51:25 -0600</pubDate>
<description><![CDATA[My interpretation is slightly different than either group. My perspective is that there is a global economic recovery, which is extremely uneven according to the country, industry and size of your business. After you read the article and think about how it applies to your business and risk factors, how can you factor in this business intelligence to update your strategy and operating plan?]]></description>
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<title>How to Grow Your GDP (Really Grossly Divided Progress?) Opportunistically</title>
<link>http://EzineArticles.com/5935653</link>
<guid>http://EzineArticles.com/5935653</guid>
<pubDate>Wed, 16 Feb 2011 09:11:39 -0600</pubDate>
<description><![CDATA[Apply this overview to how you use the economic trends and indicator information you are being deluged with as you search for bottom line benefiting fiscal management or leadership decision making best practices. Now apply the overview to how you use the economic trends and indicator information you are being deluged with as you search for bottom line benefiting fiscal management or leadership decision making best practices. That really is how the smart money leadership works.]]></description>
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<title>7 Are Missing! When Is It Your Time?</title>
<link>http://EzineArticles.com/5913272</link>
<guid>http://EzineArticles.com/5913272</guid>
<pubDate>Tue, 15 Feb 2011 09:11:48 -0600</pubDate>
<description><![CDATA[And then I contemplate, how this possibly significant out of the norm situation impact your or my life or business? Invest a little extra time to extract the best value from information by strategically considering how the observation can help (1) increase bottom line profitability and cash, (2) increase sales and revenues, (3) build infrastructure, or (4) raise money for a business opportunity. After all, what business issue you face would not be simplified or partially solved through one or more of the previous four tools.]]></description>
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<title>How Would the Lack Of Ability to Pay Vendors by a State or City Impact You?</title>
<link>http://EzineArticles.com/5635550</link>
<guid>http://EzineArticles.com/5635550</guid>
<pubDate>Wed, 12 Jan 2011 15:01:50 -0600</pubDate>
<description><![CDATA[You read that California, Illinois, New York and others are bankrupt and unable to pay their vendors. What does that mean for you and your business? If you are still reading this article, you feel you can be impacted by local or state governments inability to pay vendors to provide what some pretty basic services.]]></description>
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<title>Insider Information For Next Year's Strategic Plans, Budgets And Risk Management Resolutions</title>
<link>http://EzineArticles.com/5642484</link>
<guid>http://EzineArticles.com/5642484</guid>
<pubDate>Wed, 05 Jan 2011 10:22:07 -0600</pubDate>
<description><![CDATA[You may be asking yourself why you should care. Because you can use research and insider information like this to help prioritize how you will invest your all too scarce resources of cash, employees, executive leadership, and capital allocation you have to think about whenever you perform your current, intermediate or longer term planning processes.]]></description>
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<title>What Will the Cost Be to Midsize Companies and Those Saddled With the Weakest Credit Ratings?</title>
<link>http://EzineArticles.com/5503178</link>
<guid>http://EzineArticles.com/5503178</guid>
<pubDate>Wed, 08 Dec 2010 08:21:56 -0600</pubDate>
<description><![CDATA[The first step of business leadership is to recognize where your financial statement results are versus the strategic vision and goals you created for this year and next. Where are you in relation to the recent Wall Street Journal comments? The Wall Street Journal article Credit Squeeze Threatens to Swell March to Bankruptcy says that markets are likely to get tougher for two distinct categories: Midsize companies that can't borrow at a scale that interests investors, and those firms already saddled with the weakest credit ratings.]]></description>
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<title>When Does It Make Sense To Sell Customers Items At A Loss?</title>
<link>http://EzineArticles.com/5454503</link>
<guid>http://EzineArticles.com/5454503</guid>
<pubDate>Wed, 01 Dec 2010 12:53:38 -0600</pubDate>
<description><![CDATA[Take some quiet time to reflect on what you are doing providing the best value to meet customer needs as well as selling at respectable and appropriate margins on your products and sales. Consider answering truthfully and in reasonable detail the following seven questions as part of this process.]]></description>
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<title>Will Bailing Out FNMA Cost Every Man, Woman And Child In US $1,333 If Paid Off Today?</title>
<link>http://EzineArticles.com/5321345</link>
<guid>http://EzineArticles.com/5321345</guid>
<pubDate>Thu, 04 Nov 2010 14:47:18 -0500</pubDate>
<description><![CDATA[FNMA meltdown is occurring in your life or business, as you read this. First USA Today and others have just published the newest set of numbers of the cost of FNMA and Freddie Mac with three sets of numbers. How surprised are you that the experts have raised again the cost to taxpayers? The last time I discussed topics like this, the consensus was that you and I cannot do much about what Congress does. But you can do something about hidden unforeseen supposedly invisible risks in your business chomping away like termites on your future business profits. The rocket scientist way to do this is to face up to risks and opportunities which are slipping away due to misallocated resources and priorities.]]></description>
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<title>They Will Take Their Chances - Did They Tell You Yet Your Chances, Risk and What Might It Cost You?</title>
<link>http://EzineArticles.com/5092645</link>
<guid>http://EzineArticles.com/5092645</guid>
<pubDate>Mon, 27 Sep 2010 16:04:33 -0500</pubDate>
<description><![CDATA[Whichever group in the survey below you are in, the business and job you lose might be your own. At least now you have been told and can evaluate the risks and what it might cost you. Since the CPA firms have become so Sarbanes and rule oriented, business has lost the valuable old fashioned management letter which used to tell you how to increase the likelihood of actually achieving new products, increasing markets etc and what looming risks to avoid. People tell me that beneficial insight went away with recent regulatory changes and forced CYA behavior by your external accountant and other key advisers.]]></description>
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<title>How They Cheat A Retirement Fund - And Make You Pay For It</title>
<link>http://EzineArticles.com/5078439</link>
<guid>http://EzineArticles.com/5078439</guid>
<pubDate>Fri, 24 Sep 2010 09:15:25 -0500</pubDate>
<description><![CDATA[Regardless of intent, motive etc, the point is that your state and local taxes will have to increase dramatically in future years to pay off these unfunded and previously unrecognized liabilities. Have you factored this inevitable higher tax rates and expenses into your ongoing 3 to 5 year business plans? If you continue to bury your head in the sand, how guilty are you of ignoring corporate governance and violating the tenets of enterprise risk management?]]></description>
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<title>How Accurate Are The Pessimistic Billionaires V Deloitte? When Should You Take Risk For Rewards?</title>
<link>http://EzineArticles.com/5040762</link>
<guid>http://EzineArticles.com/5040762</guid>
<pubDate>Fri, 17 Sep 2010 13:13:50 -0500</pubDate>
<description><![CDATA[On the pessimistic insider billionaire view of the world, read the article EXCLUSIVE: Outlook Gloomy at Secret Billionaire Meeting. As you update your information sources to make the decisions, leaders will be pleased to see some credible indication that the economy may be getting closer to an upturn. That raises the question you have been hoping for. Should you prepare to grow or at least get ready to move out of hunker down mode? At a minimum, maybe you should look into updating your last contingency planning, strategic planning or stretch budgeting review about when or how you should prepare to prepare for an upturn.]]></description>
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<title>Should You Be Divided By Two-Track Economy - Hedge Against US Market Risks for Your ERM Or Strategy</title>
<link>http://EzineArticles.com/5008194</link>
<guid>http://EzineArticles.com/5008194</guid>
<pubDate>Fri, 10 Sep 2010 14:01:11 -0500</pubDate>
<description><![CDATA[To become one of the winners, should you start selling more to the international market to hedge against the volatility you are seeing domestically? If you have already looked into this issue as part of your budgeting process, strategic planning, contingency planning, or enterprise risk management (ERM) processes, pull out those notes and talk to the expert you have access to who has already started work on this option. After you assemble whatever research or notes your business had on the strategic planning issue of starting or increasing your international operations, review the Wall Street Journal and the rest of this article to add some additional possible factors on your go - no go decisions. Be you're your tactical execution plan considers possible factors include related risks, budget impacts and effect on your organizational culture.]]></description>
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<title>Change Your Business on A Dime Using This Insider Free Data On Euro Problems - Leadership &amp; Strategy</title>
<link>http://EzineArticles.com/4982604</link>
<guid>http://EzineArticles.com/4982604</guid>
<pubDate>Wed, 08 Sep 2010 13:37:44 -0500</pubDate>
<description><![CDATA[Being forewarned, you can use this competitive information to reduce risk and gain a competitive edge looking for opportunities with high potential rewards while also preparing to reduce risks. Whether your business calls this process enterprise risk management, ERM, contingency planning, strategic planning, or using common sense, your leadership time and resources invested can yield substantial economic benefits. In essence, you are conducting your own risk assessment to budget for the opportunities this leadership initiative uncovers.]]></description>
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<title>Forewarned $7 a Gallon Gasoline is Coming - How Will You Survive To Later Thrive?</title>
<link>http://EzineArticles.com/4910673</link>
<guid>http://EzineArticles.com/4910673</guid>
<pubDate>Wed, 25 Aug 2010 11:11:57 -0500</pubDate>
<description><![CDATA[Check into when the Federal Deficit Commission working on a list of logical issues to address to address our trillion dollar string of deficits will issue a report. Oslo Norway business already lives with up to $7.41 a gallon costs for gasoline. How long do you think before you and I will begin moving toward 7 dollars a gallon in the US? After all, Ross Perot suggested a 50 cent lock box tax in 1992 to address the national deficit, move Social Security toward solvency and to pay for our roads and bridges, which many experts now describe are becoming so hazardous as to life threatening (think of the I-35W Mississippi River bridge collapse in 2007). Will you still bet against a gasoline tax being approved by the commission? ]]></description>
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<title>What Should You Refinance Or Finance in Your Business Or Life? And What Benefits Would You Gain?</title>
<link>http://EzineArticles.com/4771170</link>
<guid>http://EzineArticles.com/4771170</guid>
<pubDate>Fri, 30 Jul 2010 14:12:58 -0500</pubDate>
<description><![CDATA[Consider refinancing your business, business model and time commitments. Now, think harder about a strategic refinancing in your life or business model. In any of these areas, what are you doing today that you would NOT do if you made that decision today? You go through regularly scheduled budget reviews or strategic assessments for your business, why not do the same in your life? ]]></description>
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<title>How to Improve Your Rank on the New Phase of Hunker Down Versus Grow - Call it Leadership, ERM Etc!</title>
<link>http://EzineArticles.com/4741436</link>
<guid>http://EzineArticles.com/4741436</guid>
<pubDate>Mon, 26 Jul 2010 17:46:10 -0500</pubDate>
<description><![CDATA[The Wall Street Journal weighed in on this issue in Monday July 26th in the Money & Investing section. Markets Say No to Expansionist Companies. Take some zeros off the discussion about Texas Instruments, Delta, Ford and UAL to apply the article and discussion to your business, project or job. Where are you too conservative or too aggressive now? What changes should you make?]]></description>
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<title>Should Your Capital Go on Strike? Insider Concerns Revealed and 3 Secret Defenses Provided</title>
<link>http://EzineArticles.com/4660617</link>
<guid>http://EzineArticles.com/4660617</guid>
<pubDate>Tue, 13 Jul 2010 19:42:21 -0500</pubDate>
<description><![CDATA[Business Week talks about cash going on vacation with leadership in evaluation mode. What should you do in your life or business? After all leadership knows that with no risk, there is no growth or reward. And yet if you are too optimistic and thinks get worse, you lose your business or job. ]]></description>
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<title>Why Leadership Skills Are Essential to Good Business Management</title>
<link>http://EzineArticles.com/4635461</link>
<guid>http://EzineArticles.com/4635461</guid>
<pubDate>Fri, 09 Jul 2010 11:00:14 -0500</pubDate>
<description><![CDATA[Where in your life or business are you extending and pretending instead of demonstrating leadership? Where are you putting off tough decisions or even facing up to reality? Where could you solve something today, versus extending and pretending and use those resources of time, people and money to take advantage of the opportunities that are beginning to show up for opportunity seekers?]]></description>
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<title>How to Reduce Risks on Cost From Your Government Giving Bad Advice! ERM With ROI Potential</title>
<link>http://EzineArticles.com/4350804</link>
<guid>http://EzineArticles.com/4350804</guid>
<pubDate>Tue, 25 May 2010 10:13:33 -0500</pubDate>
<description><![CDATA[Specifically the Wall Street Journal quoted Klarman as saying: "The government is now in the business of giving bad advice." "By holding interest rates at zero, the government is basically tricking the population into going long on just about every kind of security except cash, at the price of almost certainly not getting an adequate return for the risks they are running. People can not stand earning 0% on their money, so the government is forcing everyone in the investing public to speculate." For whatever reason, your leadership is doing this, how can you make understanding this formerly invisible problem apply to your life and business?]]></description>
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<title>Is America the Next Greece?</title>
<link>http://EzineArticles.com/4004253</link>
<guid>http://EzineArticles.com/4004253</guid>
<pubDate>Mon, 05 Apr 2010 08:49:10 -0500</pubDate>
<description><![CDATA[Why should you care or worry about such a technical or apparently mundane issue? Because either and probably both dramatically higher taxes and lower entitlement payments are coming. Those options will increase the cost of your doing business, and reduce the amount of funds consumers have available to pay your products and services. Hopefully your business has tools like enterprise risk management, risk analysis, leadership, or strategic budgeting available or obtainable to help you create peripheral vision in your business so you are not blindsided.]]></description>
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<title>How to Reduce the Downsides Of Your Business Assessment Whether You Use an ERM, ORM Or BPM Process</title>
<link>http://EzineArticles.com/3990863</link>
<guid>http://EzineArticles.com/3990863</guid>
<pubDate>Tue, 30 Mar 2010 08:27:39 -0500</pubDate>
<description><![CDATA[Tired of excuses why your risk management process is up to 600% over budget AND late, even NOT DONE YET. Yes, I am talking about projects for enterprise risk management, ERM, operational risk management, ORM, business process management, BPM, contingency planning or even off site strategy sessions. And you are the person not sleeping well at night wondering what hidden risk is lurking in this new change on a dime economy.]]></description>
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<title>Business Growth Specialist - Help Your Business Grow - Improve Sales - Unleash Corporate Success</title>
<link>http://EzineArticles.com/3984054</link>
<guid>http://EzineArticles.com/3984054</guid>
<pubDate>Wed, 24 Mar 2010 15:30:24 -0500</pubDate>
<description><![CDATA[A business growth specialist is an expert who offers assistance in creating strategies that will improve leads, enhance sales and ultimately lead to business growth. Despite having all the specialists that you thought were necessary for your business, it seems perplexing that the business fails to grow at the pace you aim for.]]></description>
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<title>Balanced Scorecard Solutions on a Beer Budget - A 21st Century Motivational Tool</title>
<link>http://EzineArticles.com/3983957</link>
<guid>http://EzineArticles.com/3983957</guid>
<pubDate>Wed, 24 Mar 2010 15:18:30 -0500</pubDate>
<description><![CDATA[A balanced scorecard is a management system to measure the alignment of business small-scale activities with the large-scale strategies and vision of the organization. This helps translate strategic goals into everyday actions. Do not waste your resources. Use these solutions to find a way out of financial and other problems.]]></description>
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<title>A Business Performance Measurement Champagne Taste on a Beer Budget</title>
<link>http://EzineArticles.com/3980707</link>
<guid>http://EzineArticles.com/3980707</guid>
<pubDate>Tue, 23 Mar 2010 22:54:11 -0500</pubDate>
<description><![CDATA[Business Performance Measurement (BPM) is vital for the success of an ongoing concern and, hence, the use and demand of Business Performance Measurement systems have been spiraling over the past couple of decades. Do not risk not having an operational audit service for your business. Make your business operations more effective and benefit from it. Business Performance Management gives you an accurate picture of where to fine tune your operations in order to maximize growth.]]></description>
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<title>Balanced Scorecard Solutions Lay Marker For Future Growth Profitably While Balancing Risk and Reward</title>
<link>http://EzineArticles.com/3955817</link>
<guid>http://EzineArticles.com/3955817</guid>
<pubDate>Fri, 19 Mar 2010 21:50:47 -0500</pubDate>
<description><![CDATA[The beauty of the balanced scorecard solutions approach is that it is relevant to all sizes of business and with a tailored approach; it can provide new and valuable insight for the emerging start-up company looking to make its way in the global networked business or for the multi-million veteran that is looking to stabilize and maintain its position. Due to the importance and relevance of the global industry, it may be beneficial for a firm to engage the services of an external partner as opposed to keeping it in-house.]]></description>
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<title>Operational Audit - Make it Work For You Profitably While Reducing Risk</title>
<link>http://EzineArticles.com/3955764</link>
<guid>http://EzineArticles.com/3955764</guid>
<pubDate>Fri, 19 Mar 2010 21:38:37 -0500</pubDate>
<description><![CDATA[What is it? For all organizations to be successful, it is essential to conduct an operational audit at regular intervals. An increasing number of organizations, whether private or public, big or small, have been deploying various auditing services, such as value-for-money auditing, efficiency auditing, performance auditing, management auditing and most of all operational auditing, over the past few years.]]></description>
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<item>
<title>Business Risk Assessment - Make Your Strategies Work Using These Best Practices System</title>
<link>http://EzineArticles.com/3955717</link>
<guid>http://EzineArticles.com/3955717</guid>
<pubDate>Fri, 19 Mar 2010 21:19:01 -0500</pubDate>
<description><![CDATA[What is it? Financial risk assessment is crucial for any business. One thing that is constant in any business is the implementation of strategies and planning.]]></description>
</item>
<item>
<title>Strategic Business Planning - Make Your Business Work Better and Smarter</title>
<link>http://EzineArticles.com/3955509</link>
<guid>http://EzineArticles.com/3955509</guid>
<pubDate>Fri, 19 Mar 2010 19:24:42 -0500</pubDate>
<description><![CDATA[Do not defer formulating strategy in business plans for your business. Make your business operations more successful. Every business, whether big or small, requires this to be successful. All businesses face issues and problems on a daily basis that need to be resolved in order to make the business reach its targets or goals.]]></description>
</item>
<item>
<title>Basics of Business Innovation Revealed</title>
<link>http://EzineArticles.com/3955493</link>
<guid>http://EzineArticles.com/3955493</guid>
<pubDate>Fri, 19 Mar 2010 19:22:05 -0500</pubDate>
<description><![CDATA[For most companies to grow, they must incorporate innovation into their business strategies. And as corporations innovate, they will need to accommodate for the resulting growth. The success of business innovation is seen with how organizations approach it and ultimately how it is managed. ]]></description>
</item>
<item>
<title>Best Practice Enterprise Risk Management Applied to Your Top Customers</title>
<link>http://EzineArticles.com/3947068</link>
<guid>http://EzineArticles.com/3947068</guid>
<pubDate>Fri, 19 Mar 2010 17:37:50 -0500</pubDate>
<description><![CDATA[Many leaders are willing to apply more enterprise risk management (ERM) or operational risk management (ORM) tools to their business to balance risk and reward WHEN they see benefits. After all, the costs of creating these systems or versions of strategic planning, contingency planning or business process management can be extremely expensive.]]></description>
</item>
<item>
<title>Revealed How to Balance Between Hunker Down Or Grow Using Cisco Takeaways For Your Profits</title>
<link>http://EzineArticles.com/3946998</link>
<guid>http://EzineArticles.com/3946998</guid>
<pubDate>Thu, 18 Mar 2010 11:38:15 -0500</pubDate>
<description><![CDATA[The article Cisco Plumbs Lessons from Dot-Com Bust in the Wall Street Journal lays out an interesting review. Cisco Systems makes the case of being more aggressive to jump on opportunities this time than they were after the dot-com bust. The article lays out the short term costs they paid, or they infer invested. There are good comments about both the benefits available and the risks they recognize they are taking. After all, be too conservative and they will take your best customers, best people, or possible take over your company.]]></description>
</item>
<item>
<title>Applying Common Sense Best Practice Approach of Risk Management to Your Vendors - With ERM Or ORM</title>
<link>http://EzineArticles.com/3880953</link>
<guid>http://EzineArticles.com/3880953</guid>
<pubDate>Mon, 08 Mar 2010 10:52:08 -0600</pubDate>
<description><![CDATA[Consider the supply chain emphasis on this 7 question approach used to reduce risk in your business. This process flips a conventional view of integrating risk management in your business to looking at this from the perspective of your vendors. Once you start using a common sense approach of integrating enterprise risk management (ERM) throughout your business, you will be pleased to find areas where you can either reduce costs from reducing waste or inefficiency or increasing the likelihood that future revenues will occur from customers or products.]]></description>
</item>
<item>
<title>Cooking the Books Government Style - What is and Will Be the Impact on You and Your Business?</title>
<link>http://EzineArticles.com/3871263</link>
<guid>http://EzineArticles.com/3871263</guid>
<pubDate>Fri, 05 Mar 2010 08:57:48 -0600</pubDate>
<description><![CDATA[Europe's Original Sin, says the front page of the Wall Street Journal on March 3rd. Then the subtitle notes that National Leaders ignored Greece's soaring debt for years. This leads into a discussion of how governments ignored sticking out their balance sheet and coughing about Greece and possibly themselves, how they did it and possible impacts. ]]></description>
</item>
<item>
<title>Operational Review, Due Diligence Or Enterprise Risk Management Starter System</title>
<link>http://EzineArticles.com/3848460</link>
<guid>http://EzineArticles.com/3848460</guid>
<pubDate>Tue, 02 Mar 2010 09:47:01 -0600</pubDate>
<description><![CDATA[Sometimes the hardest part of compliance, enterprise risk management (ERM) review or assessment, or due diligence is just getting started. Since the first thing needed to get started on any of these processes is information, data and a prioritized list, consider the example below as an example of priority items and format to start with.]]></description>
</item>
<item>
<title>How Soon Will There Be Another Jimmy Carter Level Misery Index and How Do You Prepare?</title>
<link>http://EzineArticles.com/3792087</link>
<guid>http://EzineArticles.com/3792087</guid>
<pubDate>Fri, 19 Feb 2010 15:06:01 -0600</pubDate>
<description><![CDATA[If there is no inflation, why did the cost of my lunch just go up 25 cents, people are asking. Are you one of the people who just paid an extra quarter AGAIN for lunch at the restaurant where you eat on the weekend? Or what item have you noticed that either costs more now or the portions are smaller?]]></description>
</item>
<item>
<title>Which Cities Will File Chapter 9 Bankruptcy, How Soon, and How Will it Impact Your Bottom Line?</title>
<link>http://EzineArticles.com/3786481</link>
<guid>http://EzineArticles.com/3786481</guid>
<pubDate>Fri, 19 Feb 2010 07:59:49 -0600</pubDate>
<description><![CDATA[This article challenges some myths. A number of people have decided selling to governments is the way to gain new customers and restore revenue. You might want to look before you leap and apply at least the same credit review and procedures which you do for commercial entities.]]></description>
</item>
<item>
<title>Are You Hunkering Down Too Much, Creating Major Risks by Being Too Conservative?</title>
<link>http://EzineArticles.com/3736761</link>
<guid>http://EzineArticles.com/3736761</guid>
<pubDate>Thu, 11 Feb 2010 04:32:06 -0600</pubDate>
<description><![CDATA[Risks are really what go wrong when you are not looking. Stupid things happen, like bounced checks, losing your best customers or best people, when you are blindsided. Some firms are taking a lot more risk than they thought. After all, top talent now has been lost to a more nimble, more opportunistic competitor. How close are you to another of these risk components, competitors poaching your best customers?]]></description>
</item>
<item>
<title>Myths, Truths and Strategic Tools For Thriving in New Decade - Fiscal Quiz - 20 Quantum Step Forward</title>
<link>http://EzineArticles.com/3729844</link>
<guid>http://EzineArticles.com/3729844</guid>
<pubDate>Wed, 10 Feb 2010 14:00:49 -0600</pubDate>
<description><![CDATA[Are you aware of at least one improvement or a change in your company that would significantly enhance the performance of your company? The results of the question will be helpful on two levels. One, and most important, it will reveal the fiscal fitness of your company. ]]></description>
</item>
<item>
<title>Myths, Truths &amp; Strategic Tools For Thriving in a New Decade - Quiz 15 Creativity &amp; Management Team</title>
<link>http://EzineArticles.com/3708085</link>
<guid>http://EzineArticles.com/3708085</guid>
<pubDate>Tue, 09 Feb 2010 14:00:06 -0600</pubDate>
<description><![CDATA[Does your management team think creatively? Are they out-of-the box thinkers? The results of the question will be helpful on two levels. One, and most important, it will reveal the fiscal fitness of your company. Two, it will serve as a guide to help you evaluate risks you take relative to potential gain. I have also left space below the question and comments for you to write your answers to the questions why and why not, so you can refer to them time and time again. So, step on the scales, dear reader and tell yourself truthfully, How fiscally fit is your company, in relation to this question?]]></description>
</item>
<item>
<title>Myths, Truths &amp; Strategic Tools For Thriving In a New Decade - Fiscal Quiz 16 - Succession Planning</title>
<link>http://EzineArticles.com/3708152</link>
<guid>http://EzineArticles.com/3708152</guid>
<pubDate>Tue, 09 Feb 2010 09:52:25 -0600</pubDate>
<description><![CDATA[God forbid, but if you got hit by a bus tomorrow, do you have a trusted lieutenant who can keep your company on track? The results of the question will be helpful on two levels. One, and most important, it will reveal the fiscal fitness of your company. Two, it will serve as a guide to help you evaluate risks you take relative to potential gain. I have also left space below the question and comments for you to write your answers to the questions why and why not, so you can refer to them time and time again. So, step on the scales, dear reader and tell yourself truthfully, How fiscally fit is your company, in relation to this question?]]></description>
</item>
<item>
<title>Myths, Truths and Strategic Tools For Thriving in New Decade - Quiz 14 - Opportunistic Market Guide</title>
<link>http://EzineArticles.com/3708051</link>
<guid>http://EzineArticles.com/3708051</guid>
<pubDate>Tue, 09 Feb 2010 08:13:54 -0600</pubDate>
<description><![CDATA[Are you seen as a successful leader who can make decisive and effective decisions? The results of the question will be helpful on two levels. One, and most important, it will reveal the fiscal fitness of your company. Two, it will serve as a guide to help you evaluate risks you take relative to potential gain.]]></description>
</item>
<item>
<title>Myths, Truths and Strategic Tools For Thriving in the New Decade - Quiz 13 - How Customers Rate You</title>
<link>http://EzineArticles.com/3704584</link>
<guid>http://EzineArticles.com/3704584</guid>
<pubDate>Fri, 05 Feb 2010 11:47:36 -0600</pubDate>
<description><![CDATA[Are you pleased with how your customers rate you and the performance from the company? The results of the question will be helpful on two levels. One, and most important, it will reveal the fiscal fitness of your company. Two, it will serve as a guide to help you evaluate risks you take relative to potential gain.]]></description>
</item>
<item>
<title>Who Wants a Magic Decoder Ring For Enterprise and Operational Risk Management (ERM) And (ORM)?</title>
<link>http://EzineArticles.com/3700567</link>
<guid>http://EzineArticles.com/3700567</guid>
<pubDate>Thu, 04 Feb 2010 21:52:16 -0600</pubDate>
<description><![CDATA[If it isn't enough to create or improve a risk management program or process in your company, how do you sort out all the different versions of risk programs? You have heard the terms enterprise risk management, (ERM), operational risk management, (ORM), operations management, financial risks, enterprise wide risk management and who knows how many more. This article will focus on two where your operations and strategic people can collaborate to actually make or save money for the company. That is correct. We are going to talk about the difference between the enterprise and operational versions.]]></description>
</item>
<item>
<title>Myths, Truths &amp; Strategic Tools For Thriving in the New Decade - Fiscal Quiz 12 - Opportunistic Mark</title>
<link>http://EzineArticles.com/3700502</link>
<guid>http://EzineArticles.com/3700502</guid>
<pubDate>Thu, 04 Feb 2010 20:13:05 -0600</pubDate>
<description><![CDATA[Are you in a position to seize market opportunities? One, and most important, it will reveal the fiscal fitness of your company. Two, it will serve as a guide to help you evaluate risks you take relative to potential gain. I have also left space below the question and comments for you to write your answers to the questions why and why not, so you can refer to them time and time again. So, step on the scales, dear reader and tell yourself truthfully, how fiscally fit is your company, in relation to this question?]]></description>
</item>
<item>
<title>What is Your Company Enterprise Risk Management IQ (ERM)? - Are You Solving Symptoms Or Problems?</title>
<link>http://EzineArticles.com/3700299</link>
<guid>http://EzineArticles.com/3700299</guid>
<pubDate>Thu, 04 Feb 2010 17:06:17 -0600</pubDate>
<description><![CDATA[What invisible profit leaks are putting your company at risk? The hot potato syndrome of financial instrumentation markets, along with an insatiable appetite for debt, was described and ignored a decade ago. This article warns that companies need to focus on and solve their seemingly invisible profit leaks before their companies take on the profile of Bear Sterns and/or or its former chief executive James Cayne.]]></description>
</item>
<item>
<title>Myths, Truths and Strategic Tools For Thriving in the New Decade - Quiz 11 Vision Mission Support</title>
<link>http://EzineArticles.com/3694730</link>
<guid>http://EzineArticles.com/3694730</guid>
<pubDate>Thu, 04 Feb 2010 11:01:19 -0600</pubDate>
<description><![CDATA[Does everyone in your management team understand and support your corporate vision the same way you do? The results of the question will be helpful on two levels. One, and most important, it will reveal the fiscal fitness of your company. Two, it will serve as a guide to help you evaluate risks you take relative to potential gain. I have also left space below the question and comments for you to write your answers to the questions why and why not, so you can refer to them time and time again. ]]></description>
</item>
<item>
<title>Blindsided - How to Take Risks Out of Your Business With ERM Or ORM Best Practices Processes</title>
<link>http://EzineArticles.com/3686808</link>
<guid>http://EzineArticles.com/3686808</guid>
<pubDate>Wed, 03 Feb 2010 09:52:04 -0600</pubDate>
<description><![CDATA[Risks are what go wrong when you are not looking. Stupid things happen like bounced checks, losing your best customers or best people when you are blindsided, which is why you need to create peripheral vision in your business so you are not blindsided. You need a perspective of business under the microscope and to have lived to tell the tale. When you develop insights for a common sense approach to what people make complex, as companies grow, you can identify and solve problems easier than you think.]]></description>
</item>
<item>
<title>Myths, Truths, and Strategic Tools For Thriving in the New Decade - Quiz 10 - Customer Profitability</title>
<link>http://EzineArticles.com/3673106</link>
<guid>http://EzineArticles.com/3673106</guid>
<pubDate>Tue, 02 Feb 2010 15:19:47 -0600</pubDate>
<description><![CDATA[Do you really know your top ten customers both in terms of revenue and total profitability? To help you answer this question, think about the following comments.]]></description>
</item>
<item>
<title>Myths, Truths &amp; Strategic Tools For Thriving in the New Decade - Quiz 9 - Can You Finance Expansion?</title>
<link>http://EzineArticles.com/3670844</link>
<guid>http://EzineArticles.com/3670844</guid>
<pubDate>Tue, 02 Feb 2010 14:44:49 -0600</pubDate>
<description><![CDATA[Are you in a position to finance your growth plans? The results of the question will be helpful on two levels. One, and most important, it will reveal the fiscal fitness of your company. Two, it will serve as a guide to help you evaluate risks you take relative to potential gain. I have also left space below the question and comments for you to write your answers to the questions why and why not, so you can refer to them time and time again. So, step on the scales, dear reader and tell yourself truthfully, How fiscally fit is your company, in relation to this question?]]></description>
</item>
<item>
<title>Myths, Truths and Strategic Tools For Thriving in the New Decade - Fiscal Quiz 7 Primary Competition</title>
<link>http://EzineArticles.com/3666320</link>
<guid>http://EzineArticles.com/3666320</guid>
<pubDate>Sun, 31 Jan 2010 07:51:33 -0600</pubDate>
<description><![CDATA[Do your competitors see you as their primary competition? To help you answer this question, think about the following comments:]]></description>
</item>
<item>
<title>Myths, Truths and Strategic Tools For Thriving in the New Decade - Fiscal Quiz 6 - Make Your Numbers</title>
<link>http://EzineArticles.com/3666284</link>
<guid>http://EzineArticles.com/3666284</guid>
<pubDate>Sat, 30 Jan 2010 07:59:18 -0600</pubDate>
<description><![CDATA[If you have ever had problems hitting your numbers, the results of the question will be helpful on two levels. One, and most important, it will reveal the fiscal fitness of your company. Two, it will serve as a guide to help you evaluate risks you take relative to potential gain. I have also left space below the question and comments for you to write your answers to the questions why and why not, so you can refer to them time and time again. ]]></description>
</item>
<item>
<title>Myths, Truths &amp; Strategic Tools For Thriving in the New Decade - Fiscal Quiz for Metrics &amp; Strategy</title>
<link>http://EzineArticles.com/3651697</link>
<guid>http://EzineArticles.com/3651697</guid>
<pubDate>Fri, 29 Jan 2010 17:28:46 -0600</pubDate>
<description><![CDATA[The results of the question will be helpful on two levels. One, and most important, it will reveal the fiscal fitness of your company. Two, it will serve as a guide to help you evaluate risks you take relative to potential gain. So, step on the scales, dear reader and tell yourself truthfully, how fiscally fit is your company, in relation to this question?]]></description>
</item>
<item>
<title>Myths, Truths and Strategic Tools For Thriving in the New Decade - Quiz 5 Three Year Planning System</title>
<link>http://EzineArticles.com/3651808</link>
<guid>http://EzineArticles.com/3651808</guid>
<pubDate>Fri, 29 Jan 2010 15:56:18 -0600</pubDate>
<description><![CDATA[The results of the question will be helpful on two levels. One, and most important, it will reveal the fiscal fitness of your company. Two, it will serve as a guide to help you evaluate risks you take relative to potential gain. I have also left space below the question and comments for you to write your answers to the questions why and why not, so you can refer to them time and time again. ]]></description>
</item>
<item>
<title>Revealed - What Does a Bookeeper Really Do For Younger Companies?</title>
<link>http://EzineArticles.com/3665172</link>
<guid>http://EzineArticles.com/3665172</guid>
<pubDate>Fri, 29 Jan 2010 15:54:31 -0600</pubDate>
<description><![CDATA[Once they tweak their mission and vision statements, Chief Executive Officers and executives are faced with the issue of implementing the new plan. Often that requires extensive help from accounting or finance. Since a number of CEOs, panel creators, and others ask what is the difference between a controller and a bookkeeper, let's take a look at each job description.]]></description>
</item>
<item>
<title>Where, When and How Do You Decide You Need a Controller and Where Do You Find Them?</title>
<link>http://EzineArticles.com/3664695</link>
<guid>http://EzineArticles.com/3664695</guid>
<pubDate>Fri, 29 Jan 2010 15:37:31 -0600</pubDate>
<description><![CDATA[Once the mission and vision are tweaked, Chief Executive Officers (CEO) and executives are faced with the issue of implementing the new plan. Often that requires extensive help from accounting or finance. Once CEOs, panel creators, and others understand the difference between a Chief Financial Officer and a controller, they ask where to find him or her.]]></description>
</item>
<item>
<title>Revealed - What Does a Controller Really Do? Best Practice Secrets Highlighted</title>
<link>http://EzineArticles.com/3658866</link>
<guid>http://EzineArticles.com/3658866</guid>
<pubDate>Fri, 29 Jan 2010 10:22:23 -0600</pubDate>
<description><![CDATA[Once the mission and vision are tweaked, CEOs and executives are faced with the issue of implementing the new plan. Often that requires extensive help from accounting or finance. Since a number of CEOs, panel creators, and others ask what is the difference between a CFO and controller and bookkeeper, let's look at a more detailed definition of a controller.]]></description>
</item>
<item>
<title>Myths, Truths and Strategic Tools For Thriving in the New Decade - Your Fiscal Quiz 3 Cash</title>
<link>http://EzineArticles.com/3642543</link>
<guid>http://EzineArticles.com/3642543</guid>
<pubDate>Tue, 26 Jan 2010 16:25:07 -0600</pubDate>
<description><![CDATA[The results of the question will be helpful on two levels. One, and most important, it will reveal the fiscal fitness of your company. Two, it will serve as a guide to help you evaluate risks you take relative to potential gain. I have also left space below the question and comments for you to write your answers to the questions why and why not, so you can refer to them time and time again. So, step on the scales, dear reader and tell yourself truthfully, How fiscally fit is your company, in relation to this question?]]></description>
</item>
<item>
<title>Thriving This Year and Next - System of 7 Honed Provoking Questions Revealed</title>
<link>http://EzineArticles.com/3642577</link>
<guid>http://EzineArticles.com/3642577</guid>
<pubDate>Tue, 26 Jan 2010 16:00:57 -0600</pubDate>
<description><![CDATA[The key is to use this checklist in a practical cost efficient manner. After all, when you really think about it, most businesses risk and gains relate to 4 things: selling; infrastructure of people, plant, systems and processes; money and capital; and running more efficiently and effectively. Be nimble, flexible, and remember the goal is large gain with limited risk, not lots of risk for limited gain. All of you will be juggling more balls in the air all the time.]]></description>
</item>
<item>
<title>Myths, Truths and Strategic Tools For Thriving in the New Decade - Fiscal Quiz 2</title>
<link>http://EzineArticles.com/3637509</link>
<guid>http://EzineArticles.com/3637509</guid>
<pubDate>Tue, 26 Jan 2010 12:13:48 -0600</pubDate>
<description><![CDATA[The results of the question will be helpful on two levels. One, and most important, it will reveal the fiscal fitness of your company. Two, it will serve as a guide to help you evaluate risks you take relative to potential gain. I've also left space below the question and comments for you to write your answers to the questions why and why not, so you can refer to them time and time again. So, step on the scales, dear reader and tell yourself truthfully, How fiscally fit is your company, in relation to this question?]]></description>
</item>
<item>
<title>Myths, Truths and Strategic Tools For Thriving in the New Decade - Fiscal Quiz Secret Question 1</title>
<link>http://EzineArticles.com/3599623</link>
<guid>http://EzineArticles.com/3599623</guid>
<pubDate>Sun, 24 Jan 2010 09:09:17 -0600</pubDate>
<description><![CDATA[The results of the question will be helpful on two levels. One, and most important, it will reveal the fiscal fitness of your company. Two, it will serve as a guide to help you evaluate risks you take relative to potential gain. I've also left space below the question and comments for you to write your answers to the questions why and why not, so you can refer to them time and time again. So, step on the scales, dear reader and tell yourself truthfully, How fiscally fit is your company, in relation to this question?]]></description>
</item>
<item>
<title>Secrets of Where, When and How to Find a Business Partner Chief Financial Officer (CFO)</title>
<link>http://EzineArticles.com/3506047</link>
<guid>http://EzineArticles.com/3506047</guid>
<pubDate>Mon, 04 Jan 2010 15:11:55 -0600</pubDate>
<description><![CDATA[You are ready to upgrade your company with an experienced CFO, because you are adding one of the following more sophisticated business processes: risk management, enterprise risk management, ERM, strategic planning, risk assessment, risk management assessment, entire enterprise risk management assessment, operational review, due diligence, or scenario budgeting. When do you need that person and where do you find them?]]></description>
</item>
<item>
<title>Revealed - What Does a CFO Do? In Case You Want to Know If You Have a CFO Or a Controller</title>
<link>http://EzineArticles.com/3505909</link>
<guid>http://EzineArticles.com/3505909</guid>
<pubDate>Mon, 04 Jan 2010 12:51:56 -0600</pubDate>
<description><![CDATA[Once the mission and vision are tweaked, CEOs and executives are faced with the issue of implementing the new business plan, whether it is the current year budget or the five year business plan. Often that requires extensive help from accounting or finance. CEOs, panel creators, others - including you, may ask what is the difference between a Chief Financial Officer, (often called a CFO), controller and accountant. Why not start with a look at a basic CFO job description?]]></description>
</item>
<item>
<title>Revealed Secrets - How to Jump Start Your First Quarter With Crucial Best Practices</title>
<link>http://EzineArticles.com/3499819</link>
<guid>http://EzineArticles.com/3499819</guid>
<pubDate>Thu, 31 Dec 2009 15:12:14 -0600</pubDate>
<description><![CDATA[Bonus Tip: Pull this list out every six months to see how you can better manage company operations and resultant cash flow. Feel free to add notes or comments and change any words to "make it your own". After all, you gain when you internalize information. And in this case, you stand to reap some tangible benefits. Cash!]]></description>
</item>
<item>
<title>Exposed - How Risk Management is Business Equivalent of Your Homeowners Insurance</title>
<link>http://EzineArticles.com/2903717</link>
<guid>http://EzineArticles.com/2903717</guid>
<pubDate>Tue, 15 Sep 2009 17:58:33 -0500</pubDate>
<description><![CDATA[You keep hearing about needing some version of risk management- enterprise risk management (ERM), operational risk management, contingency planning, operational review or even risk roadmap.  If you are not a billion dollar company, where do you start?]]></description>
</item>
<item>
<title>Intriguing Secrets - Why You Should Prepare Immediately For an Economic Upturn</title>
<link>http://EzineArticles.com/2706917</link>
<guid>http://EzineArticles.com/2706917</guid>
<pubDate>Wed, 05 Aug 2009 15:06:30 -0500</pubDate>
<description><![CDATA[Whether you believe that the recovery is already here, is close by, or is still months away, you need to prepare as if the recovery is already here. Effectively this is an unusual situation where the proverbial two edged sword has reasons to cut the same way.
]]></description>
</item>
<item>
<title>Enterprise Risk Management (ERM) Applied to Benefit Operations and Strategic Planning</title>
<link>http://EzineArticles.com/2564382</link>
<guid>http://EzineArticles.com/2564382</guid>
<pubDate>Wed, 08 Jul 2009 09:26:37 -0500</pubDate>
<description><![CDATA[Your business is still doing OK, but not like it did before or not well enough to reach the vision you have. You have read about or even tried performance improvement, team building, business planning, process management, benchmarking, time management, or even organizational culture.]]></description>
</item>
<item>
<title>Best Practices For Growth Companies - Foundation Process</title>
<link>http://EzineArticles.com/2564275</link>
<guid>http://EzineArticles.com/2564275</guid>
<pubDate>Wed, 08 Jul 2009 09:02:26 -0500</pubDate>
<description><![CDATA[What hidden risks could topple your company? You may see, hear or feel problem issues like: late financials, low return on equity, lack of planning, cash shortages, low customer profitability, crisis atmosphere, no growth, lack of financing, inventory shortages, or unpleasant gut feeling. You keep hearing about different versions of risk management.  How can anyone who reads the paper or listens to the news question the need to do something. How about starting with a checklist of actions and tactics to keep your growth on track?]]></description>
</item>
<item>
<title>Reduce Risk If You Do Not Have a Fortress Balance Sheet - 7 Step Process</title>
<link>http://EzineArticles.com/2494206</link>
<guid>http://EzineArticles.com/2494206</guid>
<pubDate>Fri, 19 Jun 2009 08:38:29 -0500</pubDate>
<description><![CDATA[If you have not heard the new phrase Fortress Balance Sheet, you probably are taking more risk than you thought. It is hard to be strategic when you are fighting alligator issues like: late financials, low return on equity, lack of planning, cash shortages, low customer profitability, crisis atmosphere, no growth, lack of financing, inventory shortages, or unpleasant gut feeling. How would you like a seven step process to look at major risks you are taking with a related method to reduce those risks? You can use this as a common sense way to build on your process of enterprise risk management, ERM, strategic planning, risk assessment, risk management assessment, entire enterprise risk management assessment, operational review, due diligence, or scenario budgeting.]]></description>
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<title>Risk Management Versus Reward - Recession is Over Versus Hunker Down - Change Process Methodology</title>
<link>http://EzineArticles.com/2464599</link>
<guid>http://EzineArticles.com/2464599</guid>
<pubDate>Fri, 12 Jun 2009 15:48:50 -0500</pubDate>
<description><![CDATA[Which of these two camps are you in? We need to stay hunkered down because the other shoe is getting ready to drop. We are tired of participating in the recession and want to start planning for growth. How do you use fancy tools like  enterprise risk management, ERM, strategic planning, risk assessment, risk management assessment, entire enterprise risk management assessment, operational review, due diligence, scenario budgeting and many more methods and processes until you get a more focused relationship between your risk tolerance and resources available. Consider this tool as a process or methodology.]]></description>
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<title>Renewable Energy (Green) Risk - Consider How eWaste Regulations and Changes Will Impact You</title>
<link>http://EzineArticles.com/2391533</link>
<guid>http://EzineArticles.com/2391533</guid>
<pubDate>Thu, 28 May 2009 13:33:11 -0500</pubDate>
<description><![CDATA[How will the ewaste issue portion of the trend to a greener economy impact you and your business?  Whether you think of this as clean energy, alternative energy, a job creation strategy or a business risk to be monitored as part of your strategic plan, contingency planning, budget, or enterprise risk management (ERM) process, how can you prepare for this trend? The article below presents suggestions on an approach to be tailored for your industry and specific situation.]]></description>
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<title>How You Can Improve Governance, Risk Management and Compliance Without Destroying Agility</title>
<link>http://EzineArticles.com/2391431</link>
<guid>http://EzineArticles.com/2391431</guid>
<pubDate>Wed, 27 May 2009 14:45:41 -0500</pubDate>
<description><![CDATA[Many of you are thinking about or implementing systems or processes for your company's governance, risk management, or compliance process or system.  The new buzz word for these three complimentary issues is GRC. Some of you may use other phrases or versions of the GRC triad, such as enterprise risk management (ERM), strategic planning, risk assessment, risk management assessment, entire enterprise risk management assessment, operational review, due diligence, change management, or scenario based planning. Depending on your present thought about governance, risk management or compliance, the author suggests a range of views on GRC for you to consider other viewpoints of this issue as you work on these areas. This more flexible framework may help you steer a more agile application in your business.]]></description>
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<title>Governance, Risk Management, Compliance (GRC) - Where is Your Company Now?</title>
<link>http://EzineArticles.com/2385484</link>
<guid>http://EzineArticles.com/2385484</guid>
<pubDate>Tue, 26 May 2009 15:53:16 -0500</pubDate>
<description><![CDATA[Many of you are thinking about or working on issues of governance, risk management, or compliance. The new buzz word for these three complimentary issues is GRC. Amazing how something becomes more expensive and important when someone can reduce the phrase to three letters. After all, you may have some version of enterprise risk management (ERM), strategic planning, risk assessment, risk management assessment, entire enterprise risk management assessment, operational review, due diligence, or scenario. You thought you were done or at least had the end in site.]]></description>
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<title>Secret System to Reduce Costs of What You Don't Know in Your Business - Flash Report Metrics Process</title>
<link>http://EzineArticles.com/2361658</link>
<guid>http://EzineArticles.com/2361658</guid>
<pubDate>Wed, 20 May 2009 07:57:09 -0500</pubDate>
<description><![CDATA[What hidden risks could topple your company? You may see, hear or feel problem issues like: late financials, low return on equity, lack of planning, cash shortages, low customer profitability, crisis atmosphere, no growth, lack of financing, inventory shortages, or unpleasant gut feeling. You keep hearing about different versions of risk management.  How can anyone who reads the paper or listens to the news question the need to do something. And yet, there are so many different sounding terms.  Enterprise risk management, ERM, strategic planning, risk assessment, risk management assessment, entire enterprise risk management assessment...]]></description>
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<title>Bottom-line Benefits of Knowing Differences Between Booking, Billings, Cash and Revenue Now Revealed</title>
<link>http://EzineArticles.com/2353174</link>
<guid>http://EzineArticles.com/2353174</guid>
<pubDate>Mon, 18 May 2009 13:11:53 -0500</pubDate>
<description><![CDATA[With the major push business of every size is making to sell more, you and your people are being encouraged to think outside the book, be more creative etc to do what it takes to bring in sales and ultimately cash. Sales and marketing executives and many CEOs will say that sales are the lifeblood of the business because nothing happens until there is a sale.]]></description>
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<title>Secret System to Reduce Costs of What You Don't Know in Your Business - 7 of 7</title>
<link>http://EzineArticles.com/2350541</link>
<guid>http://EzineArticles.com/2350541</guid>
<pubDate>Fri, 15 May 2009 15:54:16 -0500</pubDate>
<description><![CDATA[What hidden risks could topple your company? You may see, hear or feel problem issues like: late financials, low return on equity, lack of planning, cash shortages, low customer profitability, crisis atmosphere, no growth, lack of financing, inventory shortages, or unpleasant gut feeling. You keep hearing about different versions of risk management.  How can anyone who reads the paper or listens to the news question the need to do something. And yet, there are so many different sounding terms.  Enterprise risk management, ERM, strategic planning, risk assessment, risk management assessment, entire enterprise risk management assessment...]]></description>
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<title>Secret System to Reduce Costs of What You Don't Know in Your Business - 6 of 7</title>
<link>http://EzineArticles.com/2337012</link>
<guid>http://EzineArticles.com/2337012</guid>
<pubDate>Wed, 13 May 2009 19:23:38 -0500</pubDate>
<description><![CDATA[What hidden risks could topple your company? You may see, hear or feel problem issues like: late financials, low return on equity, lack of planning, cash shortages, low customer profitability, crisis atmosphere, no growth, lack of financing, inventory shortages, or unpleasant gut feeling. You keep hearing about different versions of risk management.  How can anyone who reads the paper or listens to the news question the need to do something. And yet, there are so many different sounding terms.  Enterprise risk management, ERM, strategic planning, risk assessment, risk management assessment, entire enterprise risk management assessment, operational review, due diligence, scenario budgeting and many more methods and processes are discussed. If you are not a multi billion dollar company, where do you start? How about starting with creating a risk tolerance framework tailored for YOUR situation to help make decisions more relevant to you needs?]]></description>
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<title>Even World Class Metrics Are Worthless When You Do Not Use Them</title>
<link>http://EzineArticles.com/2337047</link>
<guid>http://EzineArticles.com/2337047</guid>
<pubDate>Wed, 13 May 2009 16:24:37 -0500</pubDate>
<description><![CDATA[You see, hear or feel problem issues like: late financials, low return on equity, lack of planning, cash shortages, low customer profitability, crisis atmosphere, no growth, lack of financing, inventory shortages, or unpleasant gut feeling. How can you justify time to improve metrics? After all, you may have some version of enterprise risk management (ERM), strategic planning, risk assessment, risk management assessment, entire enterprise risk management assessment, operational review, due diligence, or scenario. If you are not a multi billion dollar company, where do you start? How about starting with creating or improving measuring the 5 to 7 business results most relevant to your needs?]]></description>
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<title>Where is Your Pony in This Recession?</title>
<link>http://EzineArticles.com/2330934</link>
<guid>http://EzineArticles.com/2330934</guid>
<pubDate>Tue, 12 May 2009 15:03:55 -0500</pubDate>
<description><![CDATA[There are always some leaders who find opportunity in the middle of crisis, talking business away from others so those opportunists come out of downturns and problems to the plus.  This process can be particularly helpful when you are feeling or seeing: late financials, low return on equity, lack of planning, cash shortages, low customer profitability, crisis atmosphere, no growth, lack of financing, inventory shortages, or unpleasant gut feeling. How do make your half full glass fuller for your business? Consider looking into the four areas which are the core of most business problem areas.]]></description>
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<title>Secret System to Reduce Costs of What You Don't Know in Your Business - 5 of 7</title>
<link>http://EzineArticles.com/2330851</link>
<guid>http://EzineArticles.com/2330851</guid>
<pubDate>Tue, 12 May 2009 14:57:58 -0500</pubDate>
<description><![CDATA[What hidden risks could topple your company? You keep hearing about different versions of risk management.  How can anyone who reads the paper or listens to the news question the need to do something. And yet, there are so many different sounding terms.  Enterprise risk management, ERM, strategic planning, risk assessment, risk management assessment, entire enterprise risk management assessment, operational review, due diligence, scenario budgeting and many more methods and processes are discussed. If you are not a multi billion dollar company, where do you start? How about starting with how the incoming clean energy tsunami (carbon tax) will devastate companies, unless they start preparing now.]]></description>
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<title>Secret System to Reduce Costs of What You Don't Know in Your Business - 4 of 7</title>
<link>http://EzineArticles.com/2263086</link>
<guid>http://EzineArticles.com/2263086</guid>
<pubDate>Thu, 07 May 2009 11:37:07 -0500</pubDate>
<description><![CDATA[What hidden risks could topple your company? You keep hearing about different versions of risk management.  How can anyone who reads the paper or listens to the news question the need to do something. And yet, there are so many different sounding terms.  Enterprise risk management, ERM, strategic planning, risk assessment, risk management assessment, entire enterprise risk management assessment, operational review, due diligence, scenario budgeting and many more methods and processes are discussed. If you are not a multi billion dollar company, where do you start? How about tuning and improving your business model?]]></description>
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<title>A Crisis is a Terrible Thing to Waste in Your Business</title>
<link>http://EzineArticles.com/2258564</link>
<guid>http://EzineArticles.com/2258564</guid>
<pubDate>Thu, 07 May 2009 11:09:28 -0500</pubDate>
<description><![CDATA[How fat and flabby has your company gotten before the downturn? If not now, when will you truthfully face up to the impact of those past failures to make hard decisions? And how fair have those past failures been to employees, vendors, customers or your business? The author references examples and suggests specific questions to ask as you correct those situations.]]></description>
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<title>Does Your Incentive Plans Have This Basic Flaw?</title>
<link>http://EzineArticles.com/2267126</link>
<guid>http://EzineArticles.com/2267126</guid>
<pubDate>Sat, 02 May 2009 08:08:09 -0500</pubDate>
<description><![CDATA[People do not listen to what you say.  They listen to how people are rewarded and encouraged. When your bonus plan does not consider the level of financial and people resources managers receive to achieve business results, they will game the system. To ensure they meet their targets and receive maximum bonus and stay on track for promotions, managers are incented to hoard resources or overstaff for their unit, even if they really want to be team players. This goes from the supervisor or department head to the CEO of a major division. This approach can be considered as part of a cost of capital...]]></description>
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<title>Secret System to Reduce Costs of What You Don't Know in Your Business - 3 of 7</title>
<link>http://EzineArticles.com/2256285</link>
<guid>http://EzineArticles.com/2256285</guid>
<pubDate>Fri, 24 Apr 2009 09:30:05 -0500</pubDate>
<description><![CDATA[What hidden risks could topple your company? You keep hearing about different versions of risk management.  How can anyone who reads the paper or listens to the news question the need to do something. And yet, there are so many different sounding terms.  Enterprise risk management, ERM, strategic planning, risk assessment, risk management assessment, entire enterprise risk management assessment, operational review, due diligence, scenario budgeting and many more methods and processes are discussed. If you are not a multi billion dollar company, where do you start? How about starting with 5 high yield actionable tactical areas to look?]]></description>
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<title>Good Company, Bad Balance Sheet - Process to Avoid That For Your Company</title>
<link>http://EzineArticles.com/2249067</link>
<guid>http://EzineArticles.com/2249067</guid>
<pubDate>Wed, 22 Apr 2009 14:04:17 -0500</pubDate>
<description><![CDATA[Your business is still doing OK, but not like it did before or not well enough to reach the vision you have. You have read about or even tried performance improvement, team building, business planning, process management, benchmarking, time management, or even organizational culture. Your financing partners are asking what you are doing to manage risk.  They throw out terms like enterprise risk management, ERM, strategic planning, risk assessment, risk management assessment, entire enterprise risk management assessment, operational review, due diligence, scenario budgeting The number of choices are overwhelming. If you are not a multi billion dollar company, where do you start getting things back on track again?]]></description>
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<title>Secret System to Reduce Costs of What You Don't Know in Your Business - 2 of 7</title>
<link>http://EzineArticles.com/2243179</link>
<guid>http://EzineArticles.com/2243179</guid>
<pubDate>Tue, 21 Apr 2009 16:17:32 -0500</pubDate>
<description><![CDATA[What hidden risks could topple your company? You keep hearing about different versions of risk management.  How can anyone who reads the paper or listens to the news question the need to do something. And yet, there are so many different sounding terms.  Enterprise risk management, ERM, strategic planning, risk assessment, risk management assessment, entire enterprise risk management assessment, operational review, due diligence, scenario budgeting and many more methods and processes are discussed. If you are not a multi billion dollar company, where do you start? How about starting with seven specific areas to look for improvement?]]></description>
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<title>Secret System to Reduce Costs of What You Don't Know in Your Business - 1 of 7</title>
<link>http://EzineArticles.com/2237542</link>
<guid>http://EzineArticles.com/2237542</guid>
<pubDate>Mon, 20 Apr 2009 15:45:40 -0500</pubDate>
<description><![CDATA[What hidden risks could topple your company? You keep hearing about different versions of risk management.  How can anyone who reads the paper or listens to the news question the need to do something. And yet, there are so many different sounding terms.  Enterprise risk management, ERM, strategic planning, risk assessment, risk management assessment, entire enterprise risk management assessment, operational review, due diligence, scenario budgeting and many more methods and processes are discussed. If you are not a multi-billion dollar company, where do you start? How about a basic definition of enterprise risk management?]]></description>
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<title>How to Operate Safer As the Economy Forces You Closer to the Edge</title>
<link>http://EzineArticles.com/2234225</link>
<guid>http://EzineArticles.com/2234225</guid>
<pubDate>Sat, 18 Apr 2009 14:14:26 -0500</pubDate>
<description><![CDATA[As we operate under more and more stress in our personal and business lives while surviving the current economic uncertainty, where are risks or dangers creeping into our business ready to explode at the worst possible time?  Murphy became famous for creating that law. The author suggests a simple inexpensive answer.]]></description>
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