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E-raamat: New CFOs: How Financial Teams and their Leaders Can Revolutionize Modern Business

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  • Formaat: 200 pages
  • Ilmumisaeg: 03-Apr-2012
  • Kirjastus: Kogan Page Ltd
  • Keel: eng
  • ISBN-13: 9780749465186
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New CFOs: How Financial Teams and their Leaders Can Revolutionize Modern BusinessSuurem pilt
  • Formaat: 200 pages
  • Ilmumisaeg: 03-Apr-2012
  • Kirjastus: Kogan Page Ltd
  • Keel: eng
  • ISBN-13: 9780749465186
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In a financial crisis, the spotlight is even more on the role and activities of the CFO. The winning CFOs in the coming years will be the ones who get the basics right, who prioritize their efforts, and who invest in their leadership development; and so creating the institutional capacity to achieve and sustain leading industry performance.

The New CFOs offers advice on different qualities CFOs need to accelerate in their roles:
- develop dynamic and distinctive risk management capabilities
- motivate and align increasingly diverse work providers
- design and operate effective financial processes for internal and external customers

The authors show CFOs how to embrace the new challenges and opportunities created by the financial crisis by addressing topics such as risk management, strategic leadership, the necessity of control and strategic decision making. Including a self-assessment questionnaire, The New CFOs provides a fundamental road map to success in this new environment for finance officers, their teams and the organizations that employ them.

Arvustused

"The New CFOs a wonderfully clear, engaging, insightful exposition of what it takes to build a great CFO, and filled with practical advice to help CFOs survive and thrive" * Zarin Patel, CFO, BBC * "These are difficult times for leaders who are faced with the task of managing an organization's finances and its risks in the face of uncertainties created by the financial crisis and the ongoing economic recession. This book, based on extensive research, interviews and experience, provides valuable practical advice. As a former CEO, financial regulator, and current board member, I would want my senior management team - and especially my CFO - to embrace the ideas and mindsets presented in this book" * Ernst Csiszar, MasTec Corporation * "Companies now need to restore the CFO's rightful position of understanding the drivers of value and risk management, so that they are able to provide independent challenge. This book shows you how" * Allister Wilson, Partner, Ernst & Young *

Muu info

Exposure through conferences and events organised by Duke Corporate Education (Duke CE), the world's leading executive education provider. The authors have extensive senior experience with top names in industry and education - including BP, the London Business School and Duke CE. Includes a self-assessment questionnaire as well as a toolkit for change.
Acknowledgements x
Foreword xii
Introduction 1(4)
01 Becoming a custodian of value
5(16)
The challenge
6(3)
The traditional CFO role
9(2)
The new CFO role
11(2)
Develop your people too
13(2)
The new CFO mindset
15(3)
Summary ... and looking ahead
18(3)
02 Strategic leadership
21(26)
Seven things you must do well
21(3)
Being a credible leader
24(2)
Good communication skills
26(3)
Influencing - not telling
29(2)
`Yes, and' decision-making
31(6)
Learn from failure
37(1)
Derailers
38(4)
Networking to get the broader picture
42(2)
Summary ... and looking ahead
44(3)
03 The finance factory
47(26)
A process perspective
50(5)
Finance and the process network
55(1)
Achieving a great finance factory
56(4)
Step 1 Get strategic objectives straight
57(2)
Step 2 Decide how much value-adding you want to do
59(1)
To outsource or not to outsource?
60(11)
Step 3 Resource processes appropriately
64(2)
Step 4 Get your hands dirty in process design
66(2)
Step 5 Build in continuous improvement
68(3)
Summary ... and looking ahead
71(2)
04 Establishing and maintaining robust controls
73(30)
What do we mean by control?
75(1)
What stops us?
76(3)
A model for managing control
79(2)
Starting at the bottom - internal control
81(3)
Level 2 - systems and processes
84(2)
Level 3 - operational analysis and reporting - KPIs
86(2)
Level 4 - business level reporting and monitoring
88(2)
Level 5 - strategic planning
90(7)
You need to develop your own control expertise
97(2)
Summary ... and looking ahead
99(4)
05 Deepening and spreading risk management
103(30)
Risk management - the complement to robust controls
104(1)
How we define risk
105(1)
How control and risk management fit together
106(2)
Why common risk approaches fail
108(3)
The risk management process cycle
111(17)
Step 1 Risk identification
113(5)
Step 2 Risk prevention
118(4)
Step 3 Risk mitigation
122(4)
Step 4 Risk recovery
126(2)
Summary ... and looking ahead
128(5)
06 Growing value through investment
133(28)
Defining investment
135(1)
Issues finance needs to confront
136(2)
The finance investment strategy
138(6)
Strategic cost management in finance
144(5)
The role of finance in sound investment
149(7)
Finance and business negotiations
156(3)
Summary ... and looking ahead
159(2)
07 A custodian of value
161(10)
Self-assessment
162(6)
Twenty questions
168(1)
Conclusion
169(2)
Appendix: The finance spectrum 171(4)
Index 175
Liz Mellon is the executive director of Duke Corporate Education, and was one of the two founders of Duke's London office in 2000. David C. Nagel has over 30 years' experience in the global energy industry, having worked for Amoco and now for BP America Inc, where he is Executive Vice President. Robert Lippert is a financial economist and is a member of the Duke Corporate Education Global Learning Resource Network. Nigel Slack is the Professor of Operations Management and Strategy at Warwick Business School and head of its Operations Management Group.
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