A concise and pithy reference guide that gives senior managers and executives powerful, practical and accessible guidance on everything they need to know about running a profitable, cash generating business unit offering real shareholder value.
For non-financial executives in a key functional or general management position it’s important to understand the critical financial issues that affect their business unit. This book will give you an understanding of these financial issues so you can understand the impact they will have on your operational decisions, as well as be able to recognise when they are taking risks and how to evaluate those risks.
Structured in the series format of the Financial Times Briefing series, concise, pithy and to the point, these books offer:
o Powerful, practical advice to help executives make essential business decisions.
o A concise and focused overview to give executives the crucial information they need.
o Special design to help busy business leaders get the knowledge they need, fast.
|Sold by:||Barnes & Noble|
|File size:||2 MB|
Table of Contents
Table of Contents
PART ONE In brief
1 The executive précis
2 What is it and what do I need to know?
Adjustments to cashflow
The clarity of cash
The efficient market hypothesis
Why accounts don’t help in valuation
3 Why do it? The risks and rewards
4 Who’s doing it and who has done it?
Introduction and examples
What do success and failure look like?
PART TWO In practice
How to assess the critical finance issues
5 How to do it – the critical finance issues
6 How to measure the critical finance issues
7 How to manage the critical finance issues
8 How to justify addressing the critical finance issues – the business case
9 How to talk about the critical finance issues
Involving all employees
Profit improvement through collaboration
The language of capital allocation
Talking about financial risk
PART THREE Intervention
10 Executive intervention
What questions should I ask?
When is my intervention needed?
What are the make or break decisions?
What levers should I pull?
How do we know whether we’ve succeeded or failed?
PART FOUR In depth
11 Additional resources
Advisers and consultants