The role of the finance director (3° ed )

Author:

Language: English
Cover of the book The role of the finance director (3° ed )

Approximative price 172.68 €

Subject to availability at the publisher.

Add to cartAdd to cart
Publication date:
272 p. · 29.2x21 cm · Paperback
Now available in a fully revised third edition, updated to reflect the shifting nature of this pivotal role, this best-selling briefing is essential reading for all finance directors. As the business environment changes, so must the role of the finance director. No more just the keeper of the accounts, you are now often the guardian of the company s commercial strategy and an integral part of the planning process. The finance director of the future should be a team player, able to make informed financial decisions which take into account the customer, the strategy, the risks, the people, processes and systems necessary to effect them.

This briefing gives you a clear picture of the latest trends and thinking in the field, drawing on research conducted with finance directors, managing directors, chief executives and chairmen in both the private and public sector, and provides you with stimulating ideas about the shape of things to come.

New to this edition:

The coverage has been updated to reflect the changing focus of this role. Additional chapters cover the role of the FD as:

  • Strategist
  • Venture Capitalist
  • Commerce Manager
  • Risk Manager
Contents include:
  • The role and functions of the finance director
  • The FD in different environments

The FD as :

  • Director and strategist
  • General manager
  • Planning manager
  • Venture capitalist
  • Relationship manager
  • Financial manager
  • Treasury manager
  • Auditor: corporate governance
  • Corporate finance manager
  • e-Commerce manager
  • Risk manager
  • Resources manager
  • Information manager
  • Quality manager
Introduction

Chapter 1. The role and functions of the finance director

  • The changing role
  • Creating efficient, effective financial systems
  • Developing financial strategy
  • Balancing old and new skills
  • The evolving role, global markets and e-business
  • Key aspects of the role
Chapter 2. The FD in different environments
  • Global variation in the FD s role
  • Different industries and sectors
  • The non-profit organisation
  • Managing Finance in the Non-Profit Organisation
  • Change and financial challenges for the future
Chapter 3. The FD as director and strategist
  • An executive director
  • Sacking the Chief Executive
  • Succeeding the CEO
  • The Legal Position of the FD as a Director
  • Strategic planning and direction
  • Executive Directors and numeracy
Chapter 4. The FD as strategist
  • Valuing the business
  • The critical importance of value creation
  • Unbundling and rebundling the value chain
  • Business models versus strategy
  • Business consolidation
  • Business simplification
  • Value sharing networks
  • The virtual organisation
  • Intellectual Property
Chapter 5. The FD as general manager
  • Leadership
  • Culture
  • Information management
  • People management
  • Communication
  • Commercial
Chapter 6. The FD as planning manager
  • Performance review
  • Financial strategy, planning and reporting
  • Forecasting and modelling
  • Benchmarking
Chapter 7. The FD as relationship manager
  • Shareholders or stakeholders?
  • The critical role of investor and stakeholder communications
  • No surprises managing expectations
  • Media and communication
  • Evolution of the annual report
  • Suppliers
  • Government and regulation
  • The public
  • Employees
Chapter 8. The FD as financial manager
  • Not just an accountant
  • No longer the controller, now the facilitator
  • Performance measurement
  • Value added or value earned
  • Setting goals for and measuring value creation
  • Profit and costs
Chapter 9. The FD as treasury manager
  • The role of treasury
  • Controlling the burn rate of cash
  • Planning for cash availability
  • Making derivatives work for you
  • Foreign exchange and commodities
Chapter 10. The FD as auditor: corporate governance
  • The role of the audit committee
  • The historical perspective of governance
  • Risk assurance
  • The role of audit
  • Internal control
  • Risk and control self-assessment
  • Auditors
  • Fraud
Chapter 11. The FD as corporate finance manager
  • The FD as venture capitalist
  • Seeing the business from an outside perspective
  • Acting as proxy for investors and stakeholders
  • Assuming business as usual
  • Investment appraisal
  • Mergers and acquisitions
  • Corporate finance and funding sources
Chapter 12. The FD as ecommerce manager
  • Keeping up with the new economy
  • The strategic perspective of ebusiness
  • Integrating the internet with traditional business
  • B2B and e-procurement
  • Going it alone or shared arrangements?
Chapter 13. The FD as risk manager
  • A new look at risk
  • Strategic evaluation of risk
  • Optimising risk and reward
  • The quantification of risk
  • Risk related returns
  • The cost of risk
  • Integrating a risk aware culture
  • People the ultimate risk factor
Chapter 14. The FD as resources manager
  • People, processes, systems
  • The FD as Change manager
  • The FD as leader
  • New skills, flexibility and adaptability
  • The importance of talent
  • Stress and the impermanence of work
  • Coaching, motivation, mentoring, empowerment
  • Tax
  • Resources and process management
  • Facilities management and outsourcing
  • Environment
  • The impermanence of pensions