Finance Unleashed

PART 1 - Background

Chapter 1 - Three Critical Changes to the Role of CFO

Chapter 2 - Finance Taking a Customer-centric View

Chapter 3 - Take a Process Flow Perspective

Chapter 4 - Allow the Whole Supply Chain to Innovate

Chapter 5 - The CFO as the Driver of New Business

PART 2 - Perspectives

Chapter 6 - Tim de Knegt - Visions for the Financial Supply Chain

Chapter 7 - Murat Erden - The Innovator CFO

Chapter 8 - David Loseby - Nudging the Financial Supply Chain

Chapter 9 - Dr. Adrian Atkinson - Leadership Is Not Enough

Chapter 10 - Peter Huber - Let Them Eat Cake

Chapter 11 - Building Competitive Advantage by Connecting the Physical and Financial Chains: A Study of UPS and DHL

Chapter 12 - Sir Charles Bean - Backto the Future

Chapter 13 - Gary Slawther - The whole chain or separate links?

Chapter 14 - Jack Miles - Leadership is Leveraging the Full Output of Your People

Chapter 15 - Luis Manuel Hernández - Financial and Operational Measurements

Part 3 - Implications

Chapter 16 - The Context

Chapter 17 - Seizing the Opportunity

Chapter 18 - Finance Unleashed: A Practical Model

Appendix 1 - How CFOs Prepare for Tomorrow: Benchmark March-April 2017

Appendix 2 - How Treasury Supports the Business: Benchmark July-August 2016

Magnus Lind has moderated peer groups for senior finance executives from large corporations across the globe for over a decade, focusing on the transformation of finance in nonfinancial corporations from a 'command and control' function to a business leading role. The financial crisis was one driver for this change, together with new technology (including fintech), Industry 4.0, and new, alternative financial models. The challenge was finding a way to unleash finance to achieve its true potential and leverage it for innovation. In 2014, Magnus began to explore the ongoing paradigm shift in finance in a broader context, looking to understand how it fits into Industry 4.0. The reason for writing this book was just that - to explore what financial disruptions mean for CEOs, CFOs, and the boards of nonfinancial companies.

Kelly Barner has built a career on her unceasing desire to learn, ability to apply critical thought, and her writing skills - all of which have proven essential for building a diverse, global professional network. Kelly's education and experience in market intelligence and research - although not acquired for the sake of improving corporate supply chains - have opened many unexpected professional doors, one of which led to over a decade (and counting) in procurement and supply chain. Procurement is a field ripe for disruption from within, especially if ambitious professionals in the field can connect with colleagues in other areas of the business to create a cohesive strategy for increasing competitive advantage in collaboration with supply partners.