The New CFOs: How Finance Teams and their Leaders Can Revolutionize Modern Business

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CFOs should ask themselves:
-Do I have the strength of character to resist "groupthink" and, when necessary, to say the unsayable?
-Can I act as a trusted adviser and strategic partner to the business to drive sustainable growth and profitability?
-Have my financial capabilities, leadership style and ...

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The New CFOs: How Financial Teams and their Leaders Can Revolutionize Modern Business

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CFOs should ask themselves:
-Do I have the strength of character to resist "groupthink" and, when necessary, to say the unsayable?
-Can I act as a trusted adviser and strategic partner to the business to drive sustainable growth and profitability?
-Have my financial capabilities, leadership style and process capabilities kept up with new demands? 

The successful CFOs in the coming years will be those who build the core capabilities needed to excel - leadership, process management ability and value creation. 

In The New CFOs: How Finance Teams and their Leaders can Revolutionize Modern Business, four experienced business leaders:
-raise awareness of the new challenges and opportunities faced by CFOs and their teams
-provide a framework for CFOs to have a bigger and better impact on the value of the business
-show how CFOs execute against the job, which has grown bigger than most people thought possible

With authors from both the US and the UK, this book offers a balance of North American and European viewpoints on finance, strategy and leadership. Based on the authors' extensive research, experience and observation, The New CFOs predicts that the winning CFOs in the next decade will be those who branch out from their typical financial role to become dynamic, strategic leaders.

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Editorial Reviews

From the Publisher

"With case studies and clear step-by-step processes, the authors are always careful to highlight the rationale behind their reasoning and to point out how you can shape and mold their recommendations to specific situations.  ...Anyone who aspires to be an effective CFO in the modern business world will find valuable insights within this book." —Christopher Dowsett, Strategic Finance Magazine

"The New CFOs is 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

"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 

"Winning CFOs in the next decade will be the ones who understand the new leadership model of their functions, and this book is dedicated to exploring that role, from techniques to build in continuous improvement to spreading risk management and establishing business controls. A 'must' for any serious business holding!" —Midwest Book Review

"Explores the challenges and opportunities faced by chief financial officers and their teams and provides advice on how to improve their impact on the value of the business." —Journal of Economic Literature 

"[T]he plain, straightforward language that is fairly consistent throughout makes the book a valuable reference to those wishing to broaden their understanding of this sector of business." —Business Book Summaries

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Product Details

  • ISBN-13: 9780749465179
  • Publisher: Kogan Page, Ltd.
  • Publication date: 5/15/2012
  • Pages: 196
  • Product dimensions: 5.90 (w) x 9.10 (h) x 0.50 (d)

Meet the Author

Dr. Liz Mellon
is the executive director of Duke Corporate Education. Before that, Mellon was Professor of Organizational Behavior at the London Business School, and from 1998 to 2001 she served as Director for the Senior Executive Program, the LBS's flagship program for senior executives.

David C. Nagel, Washington DC, has over 30 years of experience in the global energy industry, having worked for Amoco and now for BP America Inc, where he is Executive Vice President. As such, he is responsible for BP's engagement with the US Administration, Congress, federal regulators, and other DC and national stakeholders.

Dr. Robert Lippert is a South Carolina-based financial economist and is a member of the Duke Corporate Education Global Learning Resource Network. He designs, develops and delivers executive education seminars globally on the topics of finance, strategy and leadership. His client list includes: AEGON, Bosch, BP, IBM, Rolls Royce and Verizon, among others.

Professor Nigel Slack is Professor of Operations Management and Strategy at Warwick Business School and head of its Operations Management Group. He is a consultant, researcher and teacher with wide experience in many sectors, with clients including HSBC, UBS, Nestle, BMW, Shell and Barclays.

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Table of Contents



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
Networking to Get the Broader PictureSummary ... 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
Twenty Questions

Appendix: The Finance Spectrum

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Customer Reviews

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Sort by: Showing 1 Customer Reviews
  • Posted November 2, 2012

    I Highly Recommend this book. A book anyone at any level will learn from.

    I am an Operation Director for a Mechanical contractor and this book relates a lot to my business. I have used and was glad to see I had been using what was described in this book. Defiantly a Book worth reading!

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