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Our mission: Bringing practical business and technical intelligence to today's structured cabling professionals

For more than 30 years, Cabling Installation & Maintenance has provided useful, practical information to professionals responsible for the specification, design, installation and management of structured cabling systems serving enterprise, data center and other environments. These professionals are challenged to stay informed of constantly evolving standards, system-design and installation approaches, product and system capabilities, technologies, as well as applications that rely on high-performance structured cabling systems. Our editors synthesize these complex issues into multiple information products. This portfolio of information products provides concrete detail that improves the efficiency of day-to-day operations, and equips cabling professionals with the perspective that enables strategic planning for networks’ optimum long-term performance.

Throughout our annual magazine, weekly email newsletters and 24/7/365 website, Cabling Installation & Maintenance digs into the essential topics our audience focuses on.

  • Design, Installation and Testing: We explain the bottom-up design of cabling systems, from case histories of actual projects to solutions for specific problems or aspects of the design process. We also look at specific installations using a case-history approach to highlight challenging problems, solutions and unique features. Additionally, we examine evolving test-and-measurement technologies and techniques designed to address the standards-governed and practical-use performance requirements of cabling systems.
  • Technology: We evaluate product innovations and technology trends as they impact a particular product class through interviews with manufacturers, installers and users, as well as contributed articles from subject-matter experts.
  • Data Center: Cabling Installation & Maintenance takes an in-depth look at design and installation workmanship issues as well as the unique technology being deployed specifically for data centers.
  • Physical Security: Focusing on the areas in which security and IT—and the infrastructure for both—interlock and overlap, we pay specific attention to Internet Protocol’s influence over the development of security applications.
  • Standards: Tracking the activities of North American and international standards-making organizations, we provide updates on specifications that are in-progress, looking forward to how they will affect cabling-system design and installation. We also produce articles explaining the practical aspects of designing and installing cabling systems in accordance with the specifications of established standards.

Cabling Installation & Maintenance is published by Endeavor Business Media, a division of EndeavorB2B.

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Risk Management Soars Past Revenue Growth as Top Priority for Finance Leaders, Annual U.S. Bank CFO Survey Reveals

By: via Business Wire

With CFOs facing a wave of challenges, new research finds less than 15% are ‘very confident’ in their ability to manage high inflation, digital disruption and talent shortages

In the 16 months between two U.S. Bank CFO surveys, finance leaders faced a wave of new challenges, from high inflation to the effects of the war in Ukraine. The 2022 U.S. Bank CFO Insights Report, released today, found that finance leaders’ priorities have shifted as they work to help guide their firms through choppy waters.

The top-line survey results revealed that:

  • Improving risk identification and mitigation is now a top priority for 30% of finance leaders. In 2021, risk management was the least identified top priority (18%).
  • Driving revenue growth is a top priority for only 21% of finance leaders. In 2021, driving revenue growth was a top priority for 35% of leaders.

Cutting costs and driving efficiencies within the finance function and across the entire business also came in as top priorities this year.

  • 30% of finance leaders said cutting costs and driving efficiencies within the finance function is a top priority; 29% of finance leaders said cutting costs and driving efficiencies across the business is a top priority.
  • When it comes to cutting costs, just 22% of finance leaders plan to reduce headcount across the enterprise, down from 40% in 2021.
  • Finance leaders plan to cut costs through investing in technology (37%), discontinuing low-margin/low-growth business lines (32%) and outsourcing certain business functions (29%).
  • The automotive and transportation industry was most likely to reduce headcount to cut costs, while the chemicals and advanced materials, professional services and technology industries were least likely.

The lack of appetite to cut headcount might be explained by the top business risk identified by finance leaders: talent shortages.

  • Talent shortages were identified as a top risk for 40% of finance leaders. The results were nearly identical for firms with more than $1 billion in revenue (41%) and those with less (40%).
  • Talent shortage risks were ahead of risks posed by the pace of digital disruption (36%) and high inflation (34%). Just 17% said rising interest rates were a top risk.

“Our clients in the CFO office are facing a barrage of challenges – with new ones emerging seemingly every day – as they help guide their firms through a very uncertain external environment,” said Stephen Philipson, executive vice president at U.S. Bank Corporate & Commercial Banking. “Finance leaders should take this opportunity to play an even more significant role in risk management, ensuring they have an appropriate strategy to play defense while continuing to grow the bottom line.”

Fewer than 15% of finance leaders are highly confident in their company’s ability to manage any of the identified business risks. For example, just 4% are highly confident they’ll manage high inflation.

Risk management

  • The top risks for businesses are:
    • Talent shortage (40%).
    • Pace of tech change and digital disruption (36%).
    • High inflation (34%).
  • Regarding inflation risks:
    • The majority (57%) are identifying opportunities to cut costs, but fewer than four in 10 are conducting any other possible steps to manage inflation risks.
    • 35% are evaluating the credit risk of major customers.
    • 32% are evaluating working capital practices.
    • 32% are evaluating pricing.
    • 31% are hedging against rising costs of certain commodities and currencies.
    • Just 22% are evaluating salaries.
  • Regarding talent shortage risks:
    • 51% are assessing future skill requirements.
    • 42% are reviewing salaries and other employee benefits.
    • 42% are exploring opportunities to automate manual processes.
    • Just 18% are offering hybrid working for certain roles to manage talent risks.

Additional findings from 2022 U.S. Bank CFO Survey include:

  • Evaluating M&A, divestiture and partnership opportunities dropped from 26% in 2021 to 21% this year.
  • Support and/or furthering ESG objectives dropped from 30% to 22%.

View the full 2022 CFO Insights Report

About U.S. Bank

U.S. Bancorp, with approximately 70,000 employees and $601 billion in assets as of September 30, 2022, is the parent company of U.S. Bank National Association. The Minneapolis-based company serves millions of customers locally, nationally and globally through a diversified mix of businesses: Consumer and Business Banking; Payment Services; Corporate & Commercial Banking; and Wealth Management and Investment Services. The company has been recognized for its approach to digital innovation, social responsibility, and customer service, including being named one of the 2022 World’s Most Ethical Companies and Fortune’s most admired superregional bank. Learn more at usbank.com/about.

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