Simplify and streamline your way to a winning legacy
Winning CFO's is a hybrid handbook and toolkit with over 100 lean practice solutions and a wealth of practical tools for senior financial managers of small, midsized and large companies. This book outlines the mindset of paradigm shifters relevant to future-ready finance teams, and contains guidelines on how to become an effective change leader. Guidance from world leading expert David Parmenter provides the insight and tools you need to reach your true leadership potential and achieve more for your organization.
Packed with templates and checklists, this book helps you adhere to the best practices in reporting, forecasting, KPIs, planning, strategy, and technology. The companion website a complete toolbox for positive, entrenched change gives you access to additional resources that reinforce the Winning CFO strategy.
This new second edition has been updated to reflect the latest practices and technology to streamline your workflow and get more done in less time without sacrificing quality or accuracy. As an all-in-one resource for the CFO role, this book provides a clear, practical strategy for demonstrating your value to your organization.
- Selling and leading change effectively
- Get more accurate information from your KPIs
- Attracting, recruiting and retaining talented staff
- Invest in and implement new essential tools
- Investing wisely in 21st century technologies
Report the month-end within three days, implement quarterly rolling forecasting, complete the annual plan in two weeks or less, and bring your firm into the 21st century with key tools that get the job done. Be the CFO that your organization needs and the leader that your teams deserve. Winning CFOs gives you everything you need to achieve more by doing less.
About the Author
David Parmenter is an international presenter who is known for his thought-provoking and lively sessions resulting in substantial change in many organizations.
David is a leading expert on lean finance team practices, rolling forecasting and planning, and the development of winning KPIs. His work on KPIs is recognized internationally as a breakthrough in understanding how to make performance measures work. He has delivered interactive workshops in 31 countries over the last 20 years. Parmenter has worked for Ernst & Young, BP Oil Ltd., Arthur Andersen, and PricewaterhouseCoopers, and is a fellow of the Institute of Chartered Accountants in England and Wales. He is a regular writer for professional and business journals.
He is also the author of Key Performance Indicators: Developing, Implementing, and Using Winning KPIs; Key Performance Indicators for Government and Non Profit Agencies: Implementing Winning KPIs; and The Leading-Edge Manager's Guide to Success
(all published by Wiley).
About the Author ix
PART I: CHANGE-WHY THE NEED AND HOW TO LEAD
Chapter 1: Getting Your Finance Team Future Ready 3
Chapter 2: Leading and Selling the Change 17
PART II: TO BE COMPLETED BEFORE THE NEXT MONTH-END
Chapter 3: Rapid Month-End Reporting: By Working Day Three or Less 29
PART III: TECHNOLOGIES TO ADOPT
Chapter 4: Future-Ready Technologies 49
PART IV: PROGRESS YOU NEED TO MAKE WITHIN THE NEXT SIX MONTHS
Chapter 5: Reduce Accounts Payable Volumes by 60 Percent 77
Chapter 6: Month-End Reporting Refinements 91
Chapter 7: Lean Reporting-Informatively and Error Free 101
Chapter 8: Lean Board Reporting 135
Chapter 9: A Lean Annual Planning Process-Ten Working Days or Less! 149
Chapter 10: Lean and Smarter Work Methods 177
Chapter 11: Effective Leadership, Growing and Retaining Talent 199
Chapter 12: Quick Annual Reporting: Within 15 Working Days Post Year-End 225
Chapter 13: Managing Your Accounts Receivable 245
Chapter 14: Attracting and Recruiting Talent 249
Chapter 15: Lean Accounting 265
PART V: HOW FINANCE TEAMS CAN HELP THEIR ORGANIZATIONS GET FUTURE READY
Chapter 16: Implementing Quarterly Rolling Forecasting and Planning 281
Chapter 17: Finding Your Organization’s Operational Critical Success Factors 315
Chapter 18: Getting Your KPIs to Work 327
Chapter 19: Reporting Performance Measures 351
PART VI: AREAS WHERE COSTLY MISTAKES CAN BE MADE
Chapter 20: Performance Bonus Schemes 371
Chapter 21: Takeovers and Mergers 387
Chapter 22: The Hidden Costs of Reorganizations and Downsizing 399
Appendix A: Useful Letters and Memos 409
Appendix B: Rules for a Bulletproof Presentation 419
Appendix C: Satisfaction Survey for a Finance Team 427