Harvard Business Review
OCTOBER 26, 2011
Yet this is exactly the challenge facing leaders of the finance function who are asked to help their organization improve the way that work is done. As finance shifts its focus from controlling costs to advising managers on improvement activities, CFOs must change their thinking and behaviors. Getting the CFO on board is key.
Marshall Goldsmith
FEBRUARY 8, 2018
Darek Lenart – Senior VP HR, Finance MasterCard. Her Leader-as-Coach training received Harvard’s Inaugural Program Award for Culture of Excellence in Mentoring. Award-winning author of eight books, including: One Minute Mentoring. His vast experience from serving on the Committees of Finance, Judiciary, Education, and Rules.
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Harvard Business Review
FEBRUARY 13, 2012
The CIO has to know what's going on in finance and marketing, for instance, and P&L experience is important even for support functions like human resources. So, for instance, if you want a top finance job it's not enough to be the best CFO in the U.S.; you have to be the best CFO in the world.
Harvard Business Review
DECEMBER 25, 2014
Nance Dicciani, to head our European operations in 1999 (first in the senior ranks in our industry to hold such a senior position); a Venezuelan (Rueben Salazar) and Korean (YiHyon Paik) to head our operations in Japan; an African-American (Charles Hill) as CFO of our subsidiary in Japan; and the list goes on and on.
Harvard Business Review
DECEMBER 17, 2015
Other rising leaders found a lack of mentoring and support to be most discouraging: “My plans to stay or leave change relatively frequently,” says the executive director of a youth development organization in Pennsylvania, “and relationships with the board are the primary factor.”
Harvard Business Review
FEBRUARY 20, 2014
The CEO leaves a meeting at the office with the CFO, his daughter, and he goes home to her mother, his wife and joint owner of the business. These thriving leaders find meaning, money, and mentoring in ways not available outside family businesses. There sometimes is no separation between work and family, home and the office.
Harvard Business Review
JUNE 6, 2016
He was the CFO of their company, a software start-up with about 75 employees. He led the finance team. “Honestly, if you could get past the, uh, personal situation here, you’d be a great mentor for her.” Nothing happened that first night. Yes, Brad had flirted. Yes, Elizabeth had flirted back.
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