Liz Mellon, David C. Nagel, Robert Lippert, Nigel Slack

The New CFOs (eBook, ePUB)

How Financial Teams and their Leaders Can Revolutionize Modern Business

• Format: ePub

Produktbeschreibung

In the aftermath of the financial crisis, the spotlight is even more on the role and activities of the CFO. Specifically, CFOs need to accelerate three aspects of their role: develop dynamic and distinctive risk management capabilities, motivate and align increasingly diverse work providers, and design and operate effective financial processes for internal and external customers. The winning CFOs in the next decade will be the ones who get the basics right, who prioritise their efforts, and who invest in the leadership development that creates the institutional capacity to achieve and sustain leading industry performance. CFOs need to embrace the new challenges and opportunities created by the financial crisis. The New CFOs provides the fundamental road map to success in this new environment for finance officers, their teams, and the organizations who employ them.

Produktdetails

• Verlag: Kogan Page
• Seitenzahl: 200
• Erscheinungstermin: 3. April 2012
• Englisch
• ISBN-13: 9780749465186
• Artikelnr.: 38397908

Autorenporträt

Liz Mellon, David C Nagel, Robert Lippert, Nigel Slack

Inhaltsangabe

Acknowledgements
Foreword
Introduction
Chapter 1: Becoming a Custodian of Value
The Challenge
The Traditional CFO Role
The New CFO Role
Develop Your People Too
The New CFO Mindset
Summary ... and Looking Ahead
Chapter 2: Strategic Leadership
Seven Things You Must Do Well
Being a Credible Leader
Good Communication Skills
Influencing - Not Telling
'Yes, and' Decision-making
Learn from Failure
Derailers
Networking to Get the Broader Picture
Summary ... and Looking Ahead
Chapter 3: The Finance Factory
A Process Perspective
Finance and the Process Network
Achieving a Great Finance Factory
Step 1: Get Strategic Objectives Straight
Step 2: Decide How Much Value-adding you want to do
To Outsource or Not to Outsource
Step 3: Resource Processes Appropriately
Step 4: Get Your Hands Dirty in Process Design
Step 5: Build in Continuous Improvement
Summary ... and Looking Ahead
Chapter 4: Establishing and Maintaining Robust Controls
What Do We Mean by Control?
What Stops Us?
A Model for Managing Control
Starting at the Bottom - Internal Control
Level 2 - Systems and Processes
Level 3 - Operational Analysis and Reporting - KPIs
Level 4 - Business Level Reporting and Monitoring
Level 5 - Strategic Planning
You Need to Develop Your Own Control Expertise
Summary ... and Looking Ahead
Chapter 5: Deepening and Spreading Risk Management
Risk Management - the Complement to Robust Controls
How We Define Risk
How Control and Risk Management Fit Together
Why Common Risk Approaches Fail
The Risk Management Process Cycle
Step 1: Risk Identification
Step 2: Risk Prevention
Step 3: Risk Mitigation
Step 4: Risk Recovery
Summary ... and Looking Ahead
Chapter 6: Growing value Through Investment
Defining Investment
Issues Finance Needs to Confront
The Finance Investment Strategy
Strategic Cost Management in Finance
The Role of Finance in Sound Investment
Finance and Business Negotiations
Summary ... and Looking Ahead
Chapter 7: A Custodian of Value
Self-Assessment
Twenty Questions
Conclusion
Appendix: The Finance Spectrum
Index