Download The New CFO Financial Leadership Manual by Steven M. Bragg PDF

By Steven M. Bragg

Compliment for the hot CFO monetary management Manual"Steve Bragg has performed it back! This guide exhibits what a CFO must do to really upload worth. it may be necessary studying for all CFOs who are looking to play a strategic function of their organizations."—Janice M. Roehl-Anderson, companion, Deloitte Consulting"This well timed consultant might help CFOs grasp the best pondering and administration talents. a good software for navigating present day company monetary waters."—Clint Davies, important, Berry, Dunn, McNeil & Parker"An first-class reference booklet and reliable interpreting in addition to. This booklet is a how-to for brand new and skilled CFOs. it's one position for brand spanking new CFOs to get info on find out how to commence of their task in addition to carrying on with reference on many issues-such as body of workers, accounting and reporting, banking, credits, taxes, and so on."—Gail W. Sevier, CPA, Member/Manager of Marrs, Sevier & corporation LLC

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The CFO should be aware of pending legislation that could cause these changes, engage in lobbying efforts to keep them from occurring, and prepare the company for those changes most likely to occur. — Contract failures. Contracts may have clauses that can be deleterious to a company, such as the obligation to order more parts than it needs, to make long-term payments at excessive rates, to be barred from competing in a certain industry, and so on. The CFO should verify the contents of all existing contracts, as well as examine all new ones, to ensure that the company is aware of these clauses and knows how to mitigate them.

The CFO should know the size of foreign trading or investing activity, be aware of the size of potential losses, and adopt hedging tactics if the risk is sufficiently high to warrant incurring hedging costs. — Adverse regulatory changes. Changes in local, state, or federal laws—ranging from zoning to pollution controls and customs requirements—can hamstring corporate operations and even shut down a company. The CFO should be aware of pending legislation that could cause these changes, engage in lobbying efforts to keep them from occurring, and prepare the company for those changes most likely to occur.

Link performance measures to strategy. The CFO will likely inherit a companywide measurement system that is based on historical needs, rather than the requirements of its strategic direction. He or she should carefully prune out those measurements that are resulting in behavior not aligned with the strategic direction, add new ones that encourage working on strategic initiatives, and also link personal review systems to the new measurement system. This is a continuing effort, since strategy shifts will continually call for revisions to the measurement system.

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