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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…mehr
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.
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Autorenporträt
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.
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
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
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