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Research & Insight

As the global leader in management accounting CIMA is committed to producing relevant, rigorous and applied research. We publish industry-leading insight, fund academic programmes, and collaborate with partners globally to help people and organisations drive better, sustainable business performance.

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  • Managing the Trust P&L: A toolkit for boards

    This toolkit offers board level professionals with a greater understanding of how trust fits into their business model. The tool helps board members and C-suite professionals to look at trust in a systematic way that relates to their organisation.

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  • CGMA Competency Framework guide: generate value for long-term success

    The CGMA Competency Framework can help you equip your finance function with skills and competencies needed for sustainable success. You can use the Competency Framework to fulfil many activities as you build the human capital of your organisation, with an emphasis on the following areas: Attraction and recruitment, Performance management, Learning and development.

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  • Purpose Beyond Profit: The Value of Value - Board-level Insights

    Deriving insights from a survey of executives across the globe, this report outlines trends and challenges in measuring, disclosing, and understanding the value that companies create. Executives globally agree on the increasing benefit of understanding and communicating the value creation potential of their organisations.

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  • Talent - Improving government performance through effective talent management

    Most local government organisations believe their talent-management strategies are well defined and that they have a solid understanding of their current skills shortages and future needs. However, almost half are struggling to compete for talent with their private-sector rivals. How do local governments Find, Retain, and Sustain talent?

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  • Sustainable Development Goals and the role of the accountant

    Business has a fundamental role to play in delivering against the Sustainable Development Goals (SDGs) requirements. Contributions will include working with stakeholders, creating jobs, enabling access to healthcare, innovating new technologies and leading the development and responsible use of resources like energy and water.

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  • Transformation - Improving government performance

    This joint report by CIMA and CIPFA (the Chartered Institute of Public Finance and Accountancy) highlights case studies of transformation initiatives from around the world, identifying common barriers, such as, ‘doing more with less’, and the critical success factors which must be addressed.

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  • Report visualisation: from concept to deployment

    This report analyses how multimedia technology is providing insight around business performance and improving the speed of decision making through graphically presenting patterns, trends and correlations.

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  • Six rules to delivering a powerful financial presentation

    Public speaking, the number one fear of most people, can be overcome. Analyse one of the key soft skills that accountants need to possess in order to engage stakeholders and help decision making.

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  • Keeping business clean: a CGMA guide to countering fraud and corruption

    This briefing report outlines recent developments and trends on fraud and corruption globally and the role of the management accountant in helping establish best practice in their organisation. It offers guidance to a range of resources and reading materials.

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  • CGMA Cybersecurity Tool

    Cybersecurity is one of the central issues and risks in today’s global economy. Cyber attacks are no longer a question of if, but a question of when.

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  • CGMA Business model global consultation

    Business models are often misunderstood and lack consistency. Most businesses use the term ‘business model’ but do not follow any particular processes or frameworks in order to create and manage them. Our work intends to change this.

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  • Cost Transformation Model

    The CGMA cost transformation model is designed to help businesses to achieve and maintain cost competitiveness.

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Find Research & Insight Articles

Results 101-110 of 303

Performance measurement and risk management in intermediary food chain businesses

This research seeks to understand the extent to which performance measurement systems in food supply chains might be incomplete and inadequately balanced, and considering allegations from previous research that controls, rewards and incentives and have a role in shaping performance measurement upstream in supply chains.

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Governing for performance: New directions in corporate governance

Good corporate governance remains firmly on the business agenda across the world. In economies such as the US and Europe, the key priority is to restore trust in business in the wake of the financial crisis. Elsewhere, such as in the fast-growing BRIC economies, corporate governance is recognised as a crucial factor in supporting sustainable economic and business development.

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The inside track: Partnering for value

Journey to value creation

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Risk questions a CGMA should ask about process innovation

Process innovation is about doing things a better way; either through developing new processes and delivery methods or finding radically different ways of doing business. It can be as simple as redefining one step of a manufacturing function, or as complex as a full organisational restructure.

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How to improve your finance organisation’s efficiency and effectiveness

The roles of finance professionals are changing. There is an expectation for finance organisations to take on a broader role in terms of providing management information and analysis and become more influential in how the organisation is managed. In forward-looking organisations, finance is evolving from a focus on transactions and cost efficiency to a broader focus that covers decision support and strategy.

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How to improve your board’s effectiveness: three tools for risk and strategy governance

A high-performing board is one that adds value to the organisation by achieving a full package of responsible activities.

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How to evaluate enterprise risk management maturity case study

The hypothetical case study is presented as an illustration of how the Enterprise Risk Management assessment tool can be used by CGMA designation holders to assess the effectiveness of an organisation’s approach to enterprise risk management.

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Drivers of risk management

Risk management’s official argument is clear: it is good business. However, practice does not indicate the same. Based on theory and case studies, this report identifies drivers for risk management and seeks to present taxonomy to guide organisations in developing risk management according to their own drivers.

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The learning curve: the key to future management?

Learning curve models have many practical applications since they predict how long it will take to undertake future tasks. Management accountants must consequently take account of the impact of learning for planning, control and decision-making.

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Using management accounting to lengthen the time frame of managers

Most of the criticism of traditional management accounting and control concerns its short-term orientation.

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