Make sure the CFO and CEO have a sound grasp of how financial software works, so they can give financial analysts and regulators a clear picture of how systems secure data and promote accounting accuracy.
Volunteer to attend analyst meetings so you can present detailed information about financial systems yourself.
Learn to talk the talk.
Improve your grasp of generally accepted accounting principles.
Take advantage of real-time financial technology to provide more information to investors about earnings, more quickly.
Consider deploying systems that can drill down to generate geographically detailed data.
Roll out features such as executive dashboards that trigger alerts when key indicators are out of line.
Insist that the IT department, not the finance department, manage financial applications to avoid potential conflicts of interest.
Set up a committee of financial and IT executives to meet regularly.
Emphasize a culture of fiscal responsibility in which your department views its budget as shareholders' money.
Create a white paper that describes your company's financial-reporting systems and make it available on your Web site.
IT's Reputation: What the Data SaysInformationWeek's IT Perception Survey seeks to quantify how IT thinks it's doing versus how the business really views IT's performance in delivering services - and, more important, powering innovation. Our results suggest IT leaders should worry less about whether they're getting enough resources and more about the relationships they have with business unit peers.
What The Business Really Thinks Of IT: 3 Hard TruthsThey say perception is reality. If so, many in-house IT departments have reason to worry. InformationWeek's IT Perception Survey seeks to quantify how IT thinks it's doing versus how the business views IT's performance in delivering services - and, more important, powering innovation. The news isn't great.