Reinventing the CFO: How Financial Managers Can Transform Their Roles And Add Greater Value
On the heels of a decade of scandals and the new pressures brought on by the Sarbanes-Oxley Act, corporations expect far more from their CFOs than simply managing the numbers. They expect decision-making support and performance insights that can improve bottom-line results. Unfortunately, the complexity and detail inherent in CFOs’ jobs keep them shackled to budgeting and transaction-processing systems that leave little time for value-adding activities.
Jeremy Hope says it’s time to redefine the role of CFOs in today’s organizations, liberating them from ineffective number-crunching responsibilities and enabling them to focus on helping managers improve performance. Grounded in extensive research, Reinventing the CFO outlines seven critical roles—from streamlining redundant processes to regulating risk to identifying a few key measures—that CFOs must take on in order to successfully transform the finance operation.
Challenging many of the finance field’s accepted practices and systems, this bold book revolutionizes the role of financial managers and frees them to make smart, ethical, strategic decisions that add real value to the firm.
What people are saying - Write a review
We haven't found any reviews in the usual places.
Other editions - View all
accounting action American Express analysis annual audit balanced scorecard bank behavior benchmarking Best Practices branch budget business units business-unit central CFO Magazine CFO needs Cognos company’s corporate costs detail Edwards Deming effective employees enable example executives finance managers finance operation finance team focus focused formance frontline Gary Crittenden goals Handelsbanken Harvard Business Harvard Business School head office impact implement improvement incentives information system internal interview with author investment investors Ken Lever lead leaders league tables ledger look measures ment organizations peers percent performance management planning problem profit reduce reporting responsibility risk management Robin Fraser rolling forecasts scorecard senior managers share shareholder spending strategy Taiichi Ohno Telecom New Zealand tion Tom Manley Tomkins Toyota Toyota Production System transaction processing transformation trends vision what’s World Bank