The Ledger
Curated content foranalytical business leaders
Tag Archives: finance leadership
CFOs Take on More Roles as Business Environment Changes
August 24, 2020
“While the pandemic has reinvigorated the strategic role of the CFO, at some point, that enthusiasm will likely fade. Unless, that is, they take steps to reduce the load of repetitive tasks. Further, it’s been the conclusion of many that companies with stronger technology adoption are doing better through the crisis.”
The Modern CFO is a Valued Business Partner
July 21, 2020
“In the last decade in particular, CFOs have faced a raft of changing regulations and enhanced governance requirements. They have had to get increasingly comfortable with new technology and automation, and they have needed to step into the limelight as prominent communicators and influencers. The modern CFO has fully embraced change to become a valued strategic partner, able to navigate complex organizations and lead an increasingly dispersed workforce.”
Read the entire article at Strategic Finance Magazine >
CFO Crisis Leadership – Open a War Room
July 19, 2020
Managing during a crisis takes on a different set of priorities, according to a six-time CFO. “The first — respond as effectively as you can to short-term needs while preserving cash and liquidity. Second, build engagement between finance and procurement teams. And third, ensure efficiency and be more responsive to quickly changing demands and shifting priorities.”
Productive Relationships are Key to CFO Success
July 3, 2020
With business disruptions mounting and the COVID-19 crisis continuing to impact companies, CFOs should hone their leadership skills in three areas. According to a recent publication from The Wharton School of Business – “As leadership advisors to C-suite executives, boards, and investors, we have found that successful leaders do three things well: They have the right Priorities, the right people (Who), and the right Relationships to achieve results.” The study identifies which two CFOs tend to do well, and which one falls short.
FP&A Becomes More Visible to Senior Leaders
May 20, 2020
“FP&A professionals noted that they were taking part in an unending task of analyses and sensitivities; nearly one in three practitioners are producing a reforecast every day. This may sound trivial, but as Jack Alexander noted in his video interview, FP&A needs process discipline when developing and evaluating forecasts and scenarios. There are an infinite number of scenarios and a finite amount of time.”
