Corporate Finance Publications

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  1. Driving Revenue Growth through Sustainable Products and Services

    June 2015 | Key Business Issues

    Corporate sustainability initiatives aid the planet and burnish reputations. They also make money for companies, according to our study of trailblazers in the field.

  2. Driving Revenue Growth through Sustainable Products and Services: Implications for Chief Financial Officers

    June 2015 | Key Business Issues

    Corporate sustainability initiatives deserve the attention of CFOs. In 2010-2013, revenues from sustainable products and services grew at six times the rate of overall revenues in companies we studied.

  3. Profit Equation: Prioritizing Productivity to Drive Growth, Competitiveness, and Profitability (CFO Summary)

    June 2015 | Key Business Issues

    The world is experiencing a substantial decline in productivity growth, which could threaten global economic growth, company profits, and the ability to compete. The CFO can act through investments in intangibles, technology, and innovation.

  4. Big Data Doesn't Mean 'Big Brother' (Implications for CFO)

    May 2015 | Key Business Issues

    We expect to see enhanced competitive advantage for organizations at the leading edge of HCA that excel at using new data sources and tools to optimize human capital.

  5. China Wants to Go Green: Sustainability Imperatives for CFOs of Multinationals

    March 2015 | Key Business Issues

    China's strong commitment to cleaning up pollution and changing the way business operates with regard to the environment means that chief financial officers of multinational corporations operating in China must be hypervigilant about sustainability cos


  1. Long Soft Fall in Chinese Growth: Implications for the CFO

    December 2014 | Key Business Issues

    How do you grow in a time of slowing growth? For CFOs and finance executives, China's economy presents unique challenges. This function-specific summary details the challenges and opportunities for CFOs to help position their MNCs for success in China.

  2. Long Soft Fall in Chinese Growth: Strategic Overview

    December 2014 | Key Business Issues

    In an unprecedented time of slow economic growth in China, CEOs and CSOs can look to this Strategic Overview for detailed recommendations on how to plan and prepare their organizations for a long soft fall.

  3. StraightTalk® Global Economic Outlook 2015: Are We Asleep at the Wheel?

    November 2014 | Key Business Issues

    While a cautious outlook for the global economy seems justified, does it cause us to leave opportunities on the table for too long?

  4. Global Economic Outlook 2015: Finding Opportunities in a Global Slowdown: GLOBAL OVERVIEW

    November 2014 | Key Business Issues

    In a slow-growth global economy, where are the opportunities? This analysis of the business outlook across seven regions offers clues to firms that are willing to think long term.

  5. Global Growth Projections for The Conference Board Global Economic Outlook 2015

    November 2014 | Economics Program Working Paper Series

    This paper presents the methodology for The Conference Board Global Economic Outlook 2015, including projections for 11 major regions.

  6. StraightTalk® Global Economic Outlook 2015: Are We Asleep at the Wheel?

    November 2014 | StraightTalk®

    While a cautious outlook for the global economy seems justified, does it cause us to leave opportunities on the table for too long?

  7. China CEO Council Session Report -- Facing Change: Sustaining and driving growth during uncertain times in China

    August 2014 | China Center Publications

    A summary of discussion points, learnings, business issues, poll results, and member insights from the June 12, 2014, China CEO Council, hosted by The Conference Board in Beijing.

  8. Developing an Effective Climate Change Strategy

    February 2014 | Director Notes

    Climate change mitigation and adaptation strategies are becoming increasingly important. This report details eight steps for developing such strategies and provides examples of companies that have done so.


  1. Investments in Intellectual Property: New Footprints in Macroeconomic Data

    December 2013 | Executive Action Report

    New macroeconomic data show U.S. investment in intellectual property products totaled $812 billion, or 5 percent of GDP, in 2012.

  2. How Much Does Your Company Really Invest in Innovation?

    October 2013 | Executive Action Report

    Innovation is more than R&D. It includes the full range of activities needed to implement or commercialize new ideas. But how are those activities measured for bottom-line impact?

  3. Giving in Numbers: 2013 Edition

    September 2013 | Research Report

    Fifty-nine percent of companies recommitted to their communities by giving more to charity in 2012 than they did before the recession took hold in late 2007.

  4. Scenario Planning: Opportunities for Mid-Market Firms

    September 2013 | Executive Action Report

    Forecasting works well in the short term, but it assumes today’s trends will be tomorrow’s. In the medium term, scenario planning helps companies prepare for the uncertainties of the future.

  5. China Center Chart of the Week: China’s credit-to-GDP gap in the “danger zone”

    August 2013 | China Center Publications

    International experience shows that once the credit-to-GDP gap crosses a certain threshold, the likelihood of a financial crisis occurring within three years rises dramatically.

  6. China Center Chart of the Week: Formal bank loans - no longer the stalwart of Chinese finance

    March 2013 | China Center Publications

    This chart shows newly issued net Total Social Finance in China on a quarterly basis, broken down into its constituent parts. The share of non-bank finance has grown markedly.


  1. When the Debt Incurred in a Cash Merger Causes the Target to Fail: Protecting Target Directors

    September 2012 | Director Notes

    This report describes the potential liability directors may face if they approve a cash merger financed in substantial part through borrowing and the target company fails. It also offers steps directors can consider to help mitigate that risk.

  2. Education and Corporate Philanthropy: Focus Funding for Maximum Impact

    August 2012 | Council Perspectives

    Developing a lens through which to evaluate each potential corporate philanthropy program is critical to success and maximizing impact.

  3. China Center LEI Commentary: Real economic activity remains weak – credit alone drives the LEI in June

    August 2012 | China Center Publications

    Interpretive Comments on The Conference Board Leading Economic Index® (LEI) and The Conference Board Coincident Economic Index® (CEI) for China, July 2012 (June 2012 data)

  4. Giving in Numbers: 2012 Edition

    June 2012 | Research Report

    How and how much do Fortune 500 companies donate? This report analyzes 2011 trends among 214 companies, including 62 of the top 100.

  5. Fostering Retirement and Financial Security in an Era of Individual Responsibility

    May 2012 | Executive Action Report

    Individuals must assume more responsibility for the adequate funding of their retirement years. Enlightened companies are providing their employees with tools to help.

  6. Financial Reporting Challenges for 2012

    February 2012 | Director Notes

    This report examines key messages and disclosure guidance issued by the Securities and Exchange Commission and Public Company Accounting Oversight Board to assist public company executives and directors in preparing and reviewing 2012 periodic reports.


  1. Using the Leading Credit IndexTM to Predict Turning Points in the U.S. Business Cycle

    December 2011 | Economics Program Working Paper Series

    by Gad Levanon, Jean-Claude Manini, Ataman Ozyildirim, Brian Schaitkin, and Jennelyn Tanchua
    December 2011 - EPWP #11 – 05

  2. 2011 Corporate Contributions Report

    November 2011 | Research Report

    This report is based on the 2011 edition of The Conference Board Corporate Contributions Survey, which gathered data on charitable contributions made by U.S.-based companies in FY2010.

  3. Role of CFOs in Material Accounting Manipulations

    May 2011 | Director Notes

    This report investigates the factors that may lead a CFO to engage in accounting manipulations.


  1. 2010 Institutional Investment Report: Trends in Asset Allocation and Portfolio Composition

    November 2010 | Research Report

    The annual Institutional Investment report provides a comprehensive analysis of the asset growth and portfolio composition of institutional investors operating in the United States.

  2. Euro Area: Looking Through the Turbulence in Financial Markets

    June 2010 | Executive Action Report

    Despite the overwhelming sense of crisis in the Euro Area, recovery from the global recession is still underway.

  3. Financial Services Offshoring: Moving Toward Fewer Captives and Global Cost Competitiveness

    March 2010 | Executive Action Report

    Financial services companies show greater interest than other sectors in contracting with large international providers and becoming more cost competitive by moving operations to lower labor cost locations


  1. 2009 Institutional Investment Report

    October 2009 | Research Report

    The Institutional Investment report, which is released annually in the fall, is the most comprehensive analysis of the asset growth and portfolio composition of institutional investors operating in the United States.

  2. Recession Lessons for Mid-Market CFOs: Successfully Obtaining Loans in the New World of Credit

    September 2009 | Executive Action Report

    Even though signs of an economic recovery are emerging, recession challenges and a shutdown of easy credit have changed the lending world for CFOs of small- and mid-sized firms


  1. 2007 Institutional Investment Report

    February 2007 | Research Report

    Despite market declines between 2000 and 2002, by 2005 institutional investors had regained much of their lost ground, both in total assets and in equity ownership control in U.S. markets.

  2. Citizenship and Sustainability: Doing Good Can Be Good for Business

    January 2007 | Executive Action Report

    Small and mid-size companies are finding that expanding corporate citizenship and sustainability programs is a smart business decision that can enhance public image and do good even with limited resources.


  1. Gaining Momentum in Mainstream Investing . . . or Not?

    October 2005 | Executive Action Report

    The potential for ESG integration is at a critical point. Has the importance of ESG factors in mainstream investment analysis been set?

  2. 2005 Institutional Investment Report: U.S. and International Trends

    September 2005 | Research Report

    This report covers the most relevant aspects of domestic and international institutional investment trends.

  3. Beyond Costs: Financial and Operational Risks

    June 2005 | Research Report

    This report explores a number of important factors that must be taken into account when initiating offshoring, ranging from a consideration of unexpected setup costs to how to decide on a location.


  1. Public Trust in Financial Markets Makes Modest Comeback

    July 2003 | Executive Action Report

    Despite a slew of recent corporate scandals, a survey reveals that consumer trust of corporate managers, markets, and earnings reports steadily increased from September 2002 through May of 2003.

  2. Institutional Investment Report - March 2003

    February 2003 | Research Report

    Financial assets and equity holdings—patterns of institutional investment and control.


  1. Institutional Investment Report - May 2002

    May 2002 | Research Report

    Equity ownership and investment strategies of U.S. and international institutional investors.


  1. Managing Culture in Mergers and Acquisitions

    November 2001 | Research Report

    This study of cultural issues is designed to provide executives with a range of ideas and practices to improve the management of mergers and acquisitions and to contribute to the overall success of post-merger integration.


  1. Post-Merger Integration: A Human Resources Perspective

    September 2000 | Research Report

    Employees in both acquiring and acquired companies are the least visible constituency in the merger process, raising questions about assertions by top management that people are their most important assets.

  2. Performance Measurement During Merger and Acquisition Integration

    July 2000 | Research Report

    Most M&A transactions fail to live up to expectations, but companies that prioritize integration planning and target setting prior to closing are more likely to succeed than those that don’t.

  3. Impact of Mergers and Acquisitions on Corporate Citizenship

    June 2000 | Research Report

    Americans hold companies completely or partially responsible for operating profitably, paying their fair share of taxes, providing long-term jobs, and helping community projects. Yet M&A can put such actions in jeopardy.

  4. Corporate Governance and Cross-Border Mergers

    June 2000 | Research Report

    Driven by pressure to compete globally, companies are increasingly making cross-border rather than domestic M&A deals. Senior executives discuss how they handle corporate governance before, during, and after such mergers.

  5. Implementing a Post-Merger Integration

    January 2000 | Research Report

    Executives and business experts discuss some of the global trends in M&A and share their experiences in developing a strategic context for M&A integration, creating a corporate culture, and measuring integration success.


  1. Post-Merger Organization Handbook

    June 1999 | Research Report

    Your company's just been merged. Now how do you blend your staffs, operations, and resources to make it work? The answers are here.


  1. CFO 2000: The CFO as Global Business Partner

    June 1997 | Research Report

    According to a survey, 75 percent of CFOs believe they should lead
    shareholder-value initiatives. CFOs also expect to spend more time with their
    CEO and business executives on strategic activities.

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