Chart Your Course

JANUARY 13, 2017

Business leadership researchers tell us that the best traits for your CFO are emotional stability and global ethics. In the days after the Sarbanes-Oxley Act of 2002 (SOX), a chief executive cannot hide behind the acts of the CFO. Your CFO should be Captain America with the emotional range of a rock.

CFO 100

CFO Chief Financial Officer Team Finance 100

The Empowered Buisness

JULY 14, 2015

For example, A successful CFO is likely to have such MAPs (Motivation and Attitudinal patterns) as — strong motivation toward procedures over options; a preference for solving problems over focus on goals; and a high past time orientation that drives focus on traditions, past experience and benchmarks.

Motivation 100

Motivation Leadership McClelland Long-term 100

Harvard Business Review

JANUARY 19, 2015

He spent two years as the CFO of power and automation company ABB, from 2002 to 2004, before returning to Shell as CFO. The main driver for me was to be CFO of a quoted company. But unlike many Shell leaders, Voser’s career was not continuous. I wanted that experience.

CFO 8

CFO Leadership Development Telecommunications Globalization 8

Harvard Business Review

MARCH 28, 2012

Interestingly, Dominic Caruso also came with the deal for that small biotech company, and he is now the pharma giant's CFO. HP acquired Compaq in 2002 to give it synergy and mass to compete with Dell in PCs. In many acquisitions, acquiring talent with fresh energy and thinking is as crucial as acquiring raw innovation.

Innovation 13

Innovation Company Biotechnology CFO 13

Harvard Business Review

JANUARY 9, 2013

Asked about retirement in 2002, he replied , "I had a great-grandmother who worked until she was 108 and then died in an accident.". Anything they spot is reported directly, in writing, to Greenberg and a few other executives, including CFO Howard Smith.

Insurance 8

Insurance Long-term Short-term CFO 8

Harvard Business Review

OCTOBER 10, 2016

Voser took a detour to be CFO for ABB from 2002 to 2004 and then returned to Shell to become CEO in 2009. As described in Lead The Work , he had an expansive career with Shell that spanned 25 years but unlike many top leaders in the company, he had a break in service at the top of his career.

Leadership Development 8

Leadership Development Disaggregation Development Leadership 8