Harvard Business Review

MARCH 2, 2017

Every organization has a slightly different framework of expected experience, but I like to look at this through the lens of strategy and operations. One CFO I know managed finance for a spin-off firm when it went public and then returned to the parent company in a corporate position. State your ambition.

CFO 8

CFO How To CIO Finance 8

Harvard Business Review

NOVEMBER 25, 2013

In our work with clients across dozens of sectors over more than five years, we have found that the strongest CMO/CFO partnerships develop when both parties undertake five actions: 1. CMOs need to start building this relationship by having a clear understanding of what CFOs expect.

CFO 8

CFO Short-term Long-term Benchmarking 8

Harvard Business Review

SEPTEMBER 11, 2015

Today, many high-profile companies— Cisco , Google , IBM , Samsung , Siemens , Disney , Volkswagen and Deutsche Bank , to name a few—contain such roving consulting groups to help solve the most critical strategy and operations problems throughout the business. Set objectives and size. Exceed client expectations.

Consultative 8

Consultative Team How To McKinsey 8

Strategy Driven

JANUARY 28, 2011

Sharon Drew explores what happens when he stumbles in the dark trying to bring his fellow managers, the internal tech team (which is responsible for the current site), and the CFO (to whom the tech team reports) on board. She then presents the same situation using Buying Facilitation ®. The result? Sellers sit and wait while they do them.

Servant Leader 50

Servant Leader Newsletter Resources CFO 50

Harvard Business Review

MARCH 19, 2015

Significantly, he converted to a new religion in his early 20s despite his father’s vociferous objections. As one of our clients, the gifted CFO of a large manufacturing company, said when he quit the business, “I can’t continue going through life always being the younger brother.”

CFO 8

CFO Retail Follow-up System 8

Harvard Business Review

JANUARY 12, 2015

It is shorthand for “they achieve the objectives I set for them” and the dogged determination they demonstrate in doing so. ” Second, CEOs operating in uncertain environments need to have a lot of “what if” discussions with their executives. Five traits came up time and again. Insiders make their numbers.

How To 8

How To CEO P&L Uncertainty 8

Harvard Business Review

JANUARY 14, 2015

However, these executives are often operating in a silent state of continual overwhelm, and the predictable consequence is disengagement. Professional objectives might include initiating a new product or service, building more powerful relationships, or tackling a business-critical need in the organization.

CIO 8

CIO CFO Crisis Execution 8

Harvard Business Review

SEPTEMBER 11, 2017

There are three very common shiny objects that derail customer success efforts in the early stage: Process improvements to issue routing, issue classification, and automated responses seem reasonable. Scaling up comes with CFO and board pressure to gain efficiency, and the natural tendency of a business will be to squeeze customer teams.

Metrics 14

Metrics Engineering Efficiency Learning-by-Doing 14

Harvard Business Review

DECEMBER 11, 2018

Companies are spending millions on digital transformation, yet studies find many leaders feel their projects aren’t achieving their objectives. trillion will be spent by companies on digital transformation, yet over 70 percent of those projects will not achieve their intended objectives. ” Download this interview.

Content 8

Content Crisis Apparel Learning-by-Doing 8

Harvard Business Review

APRIL 15, 2015

Although the brothers were effectively the CEO, COO, and CFO, they wouldn’t talk to one another for months after a fight, not even on business matters. voting versus non-voting shareholders), participation levels (owner-operators versus passive owners), gender, and generations (senior versus next). 4) Alliances form.

CFO 8

CFO Positioning COO Rogers 8

Harvard Business Review

JUNE 28, 2013

As one CFO told me, the phrase "IT Risk" contains two dirty words. From a business standpoint, IT risks affect four key objectives: Availability : Keeping business processes running, and recovering from failures within acceptable timeframes. Surprisingly, many people say it was "how to have the IT risk conversation.".

Agility 8

Agility How To Incentives CFO 8

Harvard Business Review

SEPTEMBER 29, 2011

In addition they operate from a plan — however confidential it may be — to strengthen the team year over year. They want their teams to win this year, that is, to achieve their annual goals and objectives. When it comes to building management strength, these executives are similar to professional sports coaches.

Execution 14

Execution Team Chief Financial Officer Finance 14

Harvard Business Review

JANUARY 15, 2016

The second leader is Jennifer, a leader in operations with a team that had recently doubled in size after an acquisition. What were the roles that others could play, and which ones were especially critical for each leader’s goals and objectives for the year? You and Your Team. Improving Yourself.

Safe Harbor 8

Safe Harbor Goal Class Self-aware 8

Harvard Business Review

JULY 14, 2017

There are five steps to incorporating these network effects into your business (which we call PIVOT ): Purpose : Define the shared objective that everyone in your community or ecosystem will contribute to and benefit from. Operate : Deploy the platform to foster connections and the exchange of value at scale.

Intellectual Capital 8

Intellectual Capital Strategy Supply Chain Business Model 8

Harvard Business Review

DECEMBER 17, 2018

If I were the CFO of a manufacturing company and was asked by the board for my manufacturing capacity utilization and I said I didn’t know or that it was only 40%, I’d probably get released to ‘pursue other opportunities.’ on digital transformation , 70% of which will not achieve their stated objectives.

Innovation 8

Innovation Content Team Crisis 8

Harvard Business Review

MARCH 7, 2017

Employees and other constituents should expect HR to hold leaders accountable for fiduciary and strategic risks, just as a CFO would be expected to hold leaders accountable for a risky pattern of using corporate funds or resources. Are these acceptable growing pains? In one word: No.

Compliance 12

Compliance Hedge Human Capital Finance 12

Harvard Business Review

OCTOBER 7, 2015

This means first objectively assessing the company’s vulnerabilities and how they might attract an activist’s attention. Sometimes it doesn’t make sense for companies operating in the same space to continually compete. operate in an extremely competitive (borderline oligopolistic) industry. Example: MineMe Inc.

How To 8

How To Due Diligence Strategy Proposal 8

Harvard Business Review

MARCH 7, 2011

People who have earned these belts drive projects with clear financial targets set at the top organization, with progress monitored by the CFO. Six Sigma zealots argue that if you train enough people, you get a cultural transformation. You instill process improvement into the corporate DNA.

Six Sigma 15

Six Sigma BPM Process Hammer 15