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Choosing a technology platform is a time-consuming process leading to a critical decision. You need to be confident that the platform supports your multi-year benefits strategy, and that the HR technology vendor you select will meet your needs today—and in the future. When it comes to choosing the right vendor and solution, it is crucial to ask the right questions.

CFOs are feeling the rising pressure of leveraging new technology, such as cloud computing, robotic process automation, and various analytical tools, to improve the performance of their organizations. Beyond the basics, the finance organization needs to be a driver in implementing new technology to better manage financial and business information used throughout the organization.

People, by nature, are born to judge and make judgments about others as well as themselves. Understanding each other through Real Colors® and knowing what makes each other tick regardless of, and separate from, each person’s relationship with the family of wealth or the family business, is eye opening for families. Real Colors® is a “rite of passage” for accepting others for who they really are and it provides a means for making critical family decisions (including financial decisions).

For families of wealth, especially those with a goal of long-term wealth preservation, the potential value of Real Colors® is multidimensional. It offers a language of understanding that aims to improve communication, problem-solving, and decision-making. It may also provide insight into making asset allocation decisions to help maximize the family’s long-term financial capital requirements.

Your organization’s people strategy should align with your business strategy, and every people-related initiative should result in something that your customers value. Knowing how to find the right people and get them to want to work for you and stay is the secret to competitive advantage. Leverage your human capital and take advantage of these tips to keep your employees engaged within your organization.

As the office of the controller becomes ever more strategic—creating higher levels of financial visibility to help drive growth and profitability—the financial organization’s relationship to the controller role must evolve as well.

The compensation structure for advisors is evolving from a commission- and transaction-based system to a fee-based, asset management framework that is seen as a mutually beneficial transition for clients and advisors. However, the traditional value proposition for many advisors has been primarily based on their investment acumen and their prospects for delivering better returns than those of the markets. No matter how skilled the advisor, the path to better investment results may not lie with the ability to pick investments or strategies.