Great Leadership By Dan

OCTOBER 21, 2013

The audience was mostly engineers – program and project managers, the ones in charge of designing and making complex stuff. Caution: when employees feel like owners, no more wasting money on expensive furniture, management boondoggles, or projects with a poor net present value. Yes, you too can speak like a CFO! We just finished a “ Finance and Accounting for the Non-Financial Manager ” program this week for a large client.

Finance 252

Finance Course Net Present Value CFO 252

Mike Cardus

SEPTEMBER 17, 2013

Was struggling with sales representatives and project managers turning in expense and budget reports on-time…They told me “We have tried everything and our CFO is tired to putting out fires for us.”. On time budget requests and updates from project managers up 48%.

Cooper 131

Cooper Succession Finance Team Building 131

Harvard Business Review

JULY 23, 2013

Unlike the world of the CFO, management and staff generally do what they like when it comes to creating and (not) disposing of information, creating a cavernous gap in accountability. Information governance is not IT''s job. But it should be the CIO''s job.

CFO 16

CFO CIO CTO Zero Based Budgeting 16

Great Leadership By Dan

FEBRUARY 26, 2013

A support team should consist of the head of HR, a project manager and or administrative support person, and at least one executive "coach" (or more, depending on the number of IDPs). The CEO then manages this portfolio of development plans the same way the CFO manages the company's financial assets. Leaders at the top of the organizational pyramid need ongoing development just as much as newly promoted supervisors.

Process 208

Process Execution CFO CEO 208

Strategy Driven

DECEMBER 1, 2013

Relate Articles: Complimentary Resource – Emerging Trends in Project Management. Complimentary Resource – The CFO’s Cheat Sheet to Compensation Risk & Reward. Communication Tools Your Business Can’t Live Without. by Compare Business Products.

Resources 91

Resources Tools CFO Metrics 91

Strategy Driven

NOVEMBER 18, 2013

Especially as it relates to their actual experience and their projected needs. Make an appointment with the CFO. “They get bids for everything and always take the lowest bid.”. They send out an RFP and I can never speak to the decision maker.”. “We’re We’re becoming a commodity.

CFO 119

CFO Proposal Seminar Customer Loyalty 119

The Idolbuster

JANUARY 15, 2013

The President and CFO were hungry for revenue growth, and via a process that sounds a lot like groupthink, the executive team convinced themselves that “we should be able to make $10M on this product this year.” As a point of reference, this represented 25% of the company’s projected revenue growth for the year.) Chapter 9: Paint Your Environment: Part 5. As I argued in the last post , if you want the company to do the right thing, make sure you have a set of numbers to back it up.

Biotechnology 36

Biotechnology Groupthink CFO Reference 36

Harvard Business Review

SEPTEMBER 25, 2013

Some companies have allowed employees up to 20% of their time to work on their own projects, but I know of no company that helps leaders free up their time to work on the frontier of their jobs. Sign up for a project outside your main area. All companies have projects that cut across lines of business, hierarchical levels and functional specialties. One of my students signed up for a project to re-think best leadership practices at his company.

Porter 16

Porter CFO Delegation Budgeting 16

Harvard Business Review

FEBRUARY 20, 2013

Allianz employees are paired with social entrepreneurs for a five-day intensive workshop following a mandatory training session that prepares employees for their assigned projects. Achieving the project goal within five days requires them to balance results and trust.

Six Sigma 16

Six Sigma Franchising CFO Workshop 16

Harvard Business Review

JUNE 28, 2013

As one CFO told me, the phrase "IT Risk" contains two dirty words. But when projects move too slowly or you don''t have a unified view of your customers, you may feel more pain than them. Discussing IT risk does more than help you make better project decisions.

Agility 16

Agility CFO Incentives Compliance 16

Harvard Business Review

AUGUST 15, 2013

They resist getting their hands dirty alongside the CIO, even though many of them will readily get down into the mud of a balance sheet with the CFO or strategize the details of global brand issues with the CMO.

CIO 16

CIO Technology CFO ROI 16

Harvard Business Review

JULY 2, 2013

Some mistakes really can''t be explained away in an interview room; if you''re coming off a less than stellar project, you might consider getting a few more positive experiences under your belt before applying for a new role.

CFO 16

CFO Reputation Case Study Positioning 16

Harvard Business Review

MARCH 29, 2013

and "Which types of projects and activities would you like to see more of in your day-to-day work?" He knows that his immediate boss (the company's COO), the CFO, and the head of HR all review his form and he gears it toward them. No one likes review time.

Ryan 16

Ryan CFO COO Review 16

Harvard Business Review

APRIL 5, 2013

Launch several management initiatives, including the creation of a high performance culture, the establishment of targets for total customer satisfaction, and a re-vamp of the financial and project management systems. In particular, we looked at which projects the family regards as having been very successful--and which ones were not considered successful. Success was defined as: bids easily won and well executed, satisfied customers, profitable projects, and fun for all.

COO 12

COO Chief Operating Officer Project CFO 12

Harvard Business Review

OCTOBER 18, 2013

All of Banner’s C-suite leaders served on the leadership team for the G&A project. They also set the ground rules that aligned the project to Banner’s values: cost-cutting would be done by empowered, cross-functional teams, whose recommendations would be respected and accepted whenever possible; changes that could negatively affect care delivery or patient experience would be unacceptable; and a soft landing would be provided for any employee whose job was eliminated.

Insourcing 12

Insourcing Six Sigma Health Care Cost 12

Harvard Business Review

NOVEMBER 6, 2013

Some experienced anger and even rage, projecting the blame outward. In the words of my friend, and former Microsoft CFO, Frank Gaudette: “I reserve the right to wake up smarter every day.”. Resilience has long been touted as an essential capability for bouncing back from leadership setbacks. Earlier this year, Rosabeth Moss Kanter advanced the conversation with an excellent article on the topic.

PR 12

PR CFO Consensus Construction 12

Harvard Business Review

DECEMBER 19, 2013

This bias also explains why a CFO may be perceived as cheap by disposition or why a team might attribute its internal conflicts to incompatible personalities instead of resulting from organizational incentives to compete rather than collaborate with one another. If products are not selling, it may be very appealing to initiate an analytics project to look at salespeople’s attributes instead of getting customer feedback about the company’s products.

Human Capital 12

Human Capital Constraint CFO Politics 12

Harvard Business Review

FEBRUARY 28, 2013

Hill points out that listening to office banter is a great way to learn what's going on at your company — what group recently landed a big deal, why the CFO was out of the office for a week, or what initiatives the CEO is likely to approve.

Reputation 14

Reputation CFO Pharmaceuticals Information 14

Harvard Business Review

OCTOBER 11, 2013

When the well-known hedge fund manager and short-seller Jeremiah Hughes first put Terranola in the spotlight, issuing ominous warnings about unsold products, a looming patent expiration, and flawed growth projections, the considered judgment of the executive team was to do nothing. “I Densmor, Terranola’s CFO, saw those words on Twitter about one minute after Hughes had uttered them. As CFO, A.J.

Case Study 12

Case Study Hedge CFO PR 12

Harvard Business Review

JULY 29, 2014

In the July/August issue of HBR , Ram Charan argues that the Chief Human Resources Officer (CHRO) role should be eliminated, with HR responsibilities funneled in two separate directions — administration , led by traditional HR-types, reporting to the CFO; and talent strategy , led by high-potential line managers, reporting to the corner office. What would the capital markets look like today if a similar tack had been taken when the CFO role was ripe for transformation?

CFO 12

CFO Charan Intangible Assets Constraint 12

Harvard Business Review

SEPTEMBER 11, 2015

Over the past six years, we have put in place a 30-person consulting team at EMC Information Infrastructure (EMC II) using a model we have found to be successful, winning projects away from external management consulting firms at a fraction of the cost, and with great “client” (that is to say, EMC) satisfaction. billion in 2014 and approximately 70,000 employees worldwide, this number allows us to deliver six to eight projects per quarter. Work on discrete projects.

McKinsey 12

McKinsey Christensen Project CFO 12

Harvard Business Review

MAY 23, 2018

We investigated this topic when we studied how Nokia executives dealt with the company’s severe strategic challenges between 2007 and 2013. Ultimately, Nokia initiated a radical strategic renewal in 2013 by divesting its mobile phone business and focusing on manufacturing network equipment and software, patent licensing, and opportunities in wearable technology and the internet of things. ANTTI AIMO-KOIVISTO/Stringer. Getty Images. How do emotions shape strategy making?

CFO 9

CFO Analysis Licensing Metrics 9