The New CFOs

Acknowledgements
Foreword
Introduction

Chapter 1: Becoming a Custodian of Value
The Challenge
The Traditional CFO Role
The New CFO Role
Develop Your People Too
The New CFO Mindset
Summary ... and Looking Ahead

Chapter 2: Strategic Leadership
Seven Things You Must Do Well
Being a Credible Leader
Good Communication Skills
Influencing - Not Telling
'Yes, and' Decision-making
Learn from Failure
Derailers
Networking to Get the Broader PictureSummary ... and Looking Ahead

Chapter 3: The Finance Factory
A Process Perspective
Finance and the Process Network
Achieving a Great Finance Factory
Step 1: Get Strategic Objectives Straight
Step 2: Decide How Much Value-adding you want to do
To Outsource or Not to Outsource
Step 3: Resource Processes Appropriately
Step 4: Get Your Hands Dirty in Process Design
Step 5: Build in Continuous Improvement
Summary ... and Looking Ahead

Chapter 4: Establishing and Maintaining Robust Controls
What Do We Mean by Control?
What Stops Us?
A Model for Managing Control
Starting at the Bottom - Internal Control
Level 2 - Systems and Processes
Level 3 - Operational Analysis and Reporting - KPIs
Level 4 - Business Level Reporting and Monitoring
Level 5 - Strategic Planning
You Need to Develop Your Own Control Expertise
Summary ... and Looking Ahead

Chapter 5: Deepening and Spreading Risk Management
Risk Management - the Complement to Robust Controls
How We Define Risk
How Control and Risk Management Fit Together
Why Common Risk Approaches Fail
The Risk Management Process Cycle
Step 1: Risk Identification
Step 2: Risk Prevention
Step 3: Risk Mitigation
Step 4: Risk Recovery
Summary ... and Looking Ahead

Chapter 6: Growing value Through Investment
Defining Investment
Issues Finance Needs to Confront
The Finance Investment Strategy
Strategic Cost Management in Finance
The Role of Finance in Sound Investment
Finance and Business

Dr. Liz Mellon is the executive director of Duke Corporate Education. Before that, Mellon was Professor of Organizational Behavior at the London Business School, and from 1998 to 2001 she served as Director for the Senior Executive Program, the LBS's flagship program for senior executives.

David C. Nagel, Washington DC, has over 30 years of experience in the global energy industry, having worked for Amoco and now for BP America Inc, where he is Executive Vice President. As such, he is responsible for BP's engagement with the US Administration, Congress, federal regulators, and other DC and national stakeholders.

Dr. Robert Lippert is a South Carolina-based financial economist and is a member of the Duke Corporate Education Global Learning Resource Network. He designs, develops and delivers executive education seminars globally on the topics of finance, strategy and leadership. His client list includes: AEGON, Bosch, BP, IBM, Rolls Royce and Verizon, among others.

Professor Nigel Slack is Professor of Operations Management and Strategy at Warwick Business School and head of its Operations Management Group. He is a consultant, researcher and teacher with wide experience in many sectors, with clients including HSBC, UBS, Nestle, BMW, Shell and Barclays.

The New CFOs a wonderfully clear, engaging, insightful exposition of what it takes to build a great CFO, and filled with practical advice to help CFOs survive and thrive Zarin Patel, CFO, BBC These are difficult times for leaders who are faced with the task of managing an organization's finances and its risks in the face of uncertainties created by the financial crisis and the ongoing economic recession. This book, based on extensive research, interviews and experience, provides valuable practical advice. As a former CEO, financial regulator, and current board member, I would want my senior management team - and especially my CFO - to embrace the ideas and mindsets presented in this book Ernst Csiszar, MasTec Corporation Companies now need to restore the CFO's rightful position of understanding the drivers of value and risk management, so that they are able to provide independent challenge. This book shows you how Allister Wilson, Partner, Ernst & Young