Financial Evaluation Of Forestry Investments: Common Pitfalls And Guidelines For Better Analyses


Financial Evaluation Of Forestry Investments: Common Pitfalls And Guidelines For Better Analyses

Many of the papers posted to Small-scale Forestry contain financial analyses of forestry investments. Unfortunately, both method of evaluation and the reporting of the evaluation in initial submissions are often inadequate, and result in manuscripts being rejected or requiring major revision to acceptance prior. This paper discusses some of the common deficiencies in financial analyses in research papers, and presents a simplified financial analysis of a forestry plantation development to illustrate key points. Simple suggestions are offered to get over common major weaknesses, for example in identifying relevant cash moves, confusion between financial and economic analysis, working with capital outlays, and identifying an appropriate discount rate.

They have to be presented to the nuances of technology and exactly how it helps before they may become proactive. Sounds easy but takes a while to attain there in such instances. Ultimately, if the CIO can convince the business to really want a big change then it is a good idea to proceed, otherwise, it might not be a bad idea to stay with the status quo (perceived to be reactive).

Reaction vs. production is also situation-driven: Although being proactive is a great attribute, there are limits, and it’s really not the best objective of every situation or problem. To become reactive is wii position for a CIO. And perhaps the term “reactive” as itself induces to believe that the CIO is pressed to act because of this of exterior pressure. It’s not a matter to be reactive or not. It is not a matter of being brave or fearful.

It is a matter to add value to the business or not. Does new technology create a relevant value to the company? To create IT a real enabler and compliment the continuing business road-map, IT management must get a feeler of the business enterprise view: IT must be measured from a small business viewpoint. That should help in attempting new technologies.

A CIO must first understand their business and industry, then evaluate technology based on the worthiness or competitive benefit it brings to the business enterprise. Secondly is the CIO’s ability to “sell” the business enterprise value at the C-Level. CIOs have to make a priority choice predicated on ROIs and dangers: if a new technology emerges that needs to be incorporated and has not been forecasted reactively. Every risk has opportunities: If CIOs can understand deeper with business’s support: every risk has opportunities, then IT can add more value to their strategy. The key here is to gradually institutionalize and communicate innovation throughout the organization.

It’s also important to notice that a ‘firefighter’ can’t just step into being an innovator; it requires continuous steps and stages to institutionalize such a practice slowly. But organization leadership should have a culture to create a goal/metrics that each year this innovation center must incubate and foster emerging trends and apply them to their business. Small initiatives shall earn large reliability.

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A CIO must be forward-looking to see where relevant technology, and their industry, is heading. Technology can be efficiency-driven, or it can be disruptive – changing the industry. It’s the CIO’s job to discern the difference and make a small business case. Why do the improvements happen and who are the strategic partners to operate a vehicle innovation: Innovations happen because of specific business needs.

Unique challenges become more apparent even as we push the limits of the available technology, which pushes us to find a answer to the problem at hand. The role of the CIO is to drive the corporate vision and strategy through effectiveness and innovation in the knowledge and information channels. The CIO has to look ahead and actively position the business enterprise in the right spot to take full advantage of opportunities.

DRIVING is not a passive activity. IT is now permeating into every part of the business, the CIO’s command penetration is about the depth of thought command as well as the breadth of organization knowledge upon understanding business as a whole. CIOs can take the most proactive approach and change lives. Good CIOs have people and negotiation skills and use these to increase the eyesight of the business enterprise. These are successful and dynamic.