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The role of the Chief Financial Officer (CFO) has substantially changed in a world characterized by globalized financial markets and truly global products. The accelerated development of new technologies, products, and markets has led to an increasingly dynamic and uncertain competitive situation. The book demonstrates and discusses the impact of this changing corporate environment on the role and responsibilities of the CFO. A more holistic view that integrates business and financial decisions is required in order to manage these challenges of globalization. The book shows how the CFO can adopt and implement this management approach and thus play a vital role in the firm’s value creation.
A powerful lesson in what is really important in business, this remarkable book by an ultimate insider takes the lessons of the peddler and reveals how they can be used by the rest of us. Reminiscent of bestsellers such as "Who Moved My Cheese?" and" The One-Minute Manager, What the CEO Wants You to Know" is simple, direct, and of immense use to everyone in business.
"As the business world grows in complexity and increases in pace, organisations expect the leaders of their management accounting teams to be just that--leaders. [Besides crunching numbers], equally important is [the] CFOs' participation on the executive team as a strategic leader of the finance function, a strong communicator, high-level negotiator and builder of a collaborative environment."--Back cover.
As the role of the CFO continues to evolve, it has become increasingly important for financial executives to become more strategic in their approach to business. Today's CFOs are expected to provide strategic guidance and support to their organizations, driving growth and creating value for stakeholders."The Art of Becoming a Strategic CFO" is a book that explores the key skills and strategies necessary for CFOs to become more strategic in their roles. Drawing on a range of case studies and practical examples, this book provides insights into the key skills and strategies that CFOs can use to drive business success and achieve their career goals.At its core, this book is about helping CFOs develop the skills and strategies necessary to become more strategic in their roles. Whether you are looking to build a high-performing finance team, develop a technology strategy, or manage working capital, this book provides practical insights and guidance on how to achieve your goals.To write this book, we drew on our years of experience working with CFOs and financial executives in a range of industries. We also drew on a range of academic research and industry best practices to provide a comprehensive guide to becoming a strategic CFO.We hope that this book will serve as a valuable resource for CFOs looking to take their careers to the next level. By studying the examples and strategies presented in this book, CFOs can gain the insights and guidance necessary to become more strategic in their roles and achieve their career goals.
What do you want me to do? This question is the enduring management issue, a perennial problem that Stephen Bungay shows has an old solution that is counter-intuitive and yet common sense. The Art of Action is a thought-provoking and fresh look at how managers can turn planning into execution, and execution into results. Drawing on his experience as a consultant, senior manager and a highly respected military historian, Stephen Bungay takes a close look at the nineteenth-century Prussian Army, which built its agility on the initiative of its highly empowered junior officers, to show business leaders how they can build more effective, productive organizations. Based on a theoretical framework which has been tested in practice over 150 years, Bungay shows how the approach known as 'mission command' has been applied in businesses as diverse as pharmaceuticals and F1 racing today. The Art of Action is scholarly but engaging, rigorous but pragmatic, and shows how common sense can sometimes be surprising.
Business owners believe that if sales and profits are strong and growing, banks should enthusiastically provide the necessary funding. Bankers are concerned that business owners do not understand the difference between profits and cash flow, and may overly rely on debt to support the growth. CPAs provide valuable information in the form of financial statements, but often struggle with explaining how they should be interpreted. This book bridges the communication gap between these parties, and describes in simple and easy to understand language what it all means. What key indicators to look at and why. What the rules of behavior are for dealing with the banker and CPA. The Excel-based workbook that is available on the author's website makes it easy by doing all the calculations automatically, including the ability to forecast profits, cash flow and financial strength. It is critical that the business owner, banker, and CPA understand each other. Give it 60 minutes a month. That's all it takes to make it happen.
What makes one CFO able to make lasting and sustainable transformations inside an organization, whereas other CFOs struggle to make a difference? One of the biggest challenges for a new CFO is often there's not a job description. It's usually something vague along the lines of "Make the CEO look good and help the company succeed". How do you do that, exactly? This book is unlike any other of its kind. We've cut to the chase and shared with the new CFO what they need to do and how to do it. It's said CFOs hold one of the loneliest positions in the executive suite. This perception is by design because the CFO is the counterbalance; the police, and steward of the organization, so the role naturally pits them against others in the organization. So where can CFOs go for support and actionable insights to overcome the challenges they will face? That's where this book comes in. This book helps CFOs get alignment and build relationships with key stakeholders, so they're seen as a guiding force for transformation. Often there isn't a lot of time to be successful. CFOs are expected to make significant changes and impact in the first 90 days, which means you must hit the ground running. Contained within this book are little-known shortcuts a new CFO can immediately focus on to bring about the credibility and relationship trust needed to create change within the organization.
Today’s organizations face difficult challenges in order to remain competitive—the quickening pace of change, increasing uncertainty, growing ambiguity, and complexity. To meet these challenges, organizations must broaden the scope of leadership responsibility for strategic leadership and engage more people in the process of leadership. In Becoming a Strategic Leader Rich Hughes and Kate Beatty from the Center for Creative Leadership (CCL) offer executives and managers a handbook for implementing a strategic leadership process that reaches leaders at all levels of organizations. Based on CCL’s successful Developing the Strategic Leader Program, this book outlines the framework of strategic leadership and contains practical suggestions on how to develop the individual, team, and organizational skills needed for institutions to become more adaptable, flexible, and resilient. The authors also show how individual managers can exercise effective strategic leadership through their distinctive and systemic approach—thinking, acting, and influencing.
If where an organization allocates its resources determines its strategy, why is it that so few companies actively manage the resource allocation process? "Optimizing Corporate Portfolio Management: Aligning Investment Proposals with Organizational Strategy" goes beyond platitudes about why you should use corporate portfolio management (CPM) by offering a practical methodology to bring this powerful discipline to your organization. "Optimizing Corporate Portfolio Management" takes an expansive view of where CPM can be utilized by demonstrating that it can be used across any business line, product group or functional area, e.g., IT, R&D, innovation, marketing, salesforce, capital expenditure, etc. CPM is appropriate anywhere discretionary investments are being selected and executed. As a result, other terms used to describe portfolio management such as IT portfolio management, enterprise portfolio management, and project portfolio management are all merely subsets or slices of CPM. The book is written by Anand Sanwal, an expert on CPM, who has led American Express' CPM discipline (referred to as American Express Investment Optimization). American Express' CPM efforts are widely recognized as the most extensive, substantial and progressive deployment of CPM across any organization. Sanwal avoids academic theories and consultant jargon to ultimately deliver pragmatic and proven recommendations on how to make CPM a reality. The book features a foreword by Gary Crittenden, former CFO and EVP of American Express, and several case studies from leading financial services, technology, and government organizations utilizing CPM. Additionally, the book has received significant praise from thought leaders at Google, HP, American Express, The CFO Executive Board, Gartner, Accenture Marketing Sciences, The Wharton School of Business and many others.