Synopsis
When it comes to setting a company's competitive strategy, few departments can have a greater impact than the finance department. And yet financial divisions in most companies operate as separate entities, uninvolved in helping to achieve long-term business goals. It’s time to take off the “green shades” and get ready for a radical change. This forward-thinking book – based on the more than 50 years’ combined experience of two financial practitioners – helps CEOs, CFOs, bankers, accountants, and other financial professionals completely redefine their roles, turning the finance department into an integral part of the organization’s growth strategy and a partner in its business plan. “Partnering for Performance” moves beyond traditional tools and skills to uncover a wholly NEW way of thinking about finance – where the real impact of products and services is accurately measured and business plans are analyzed for their ability to increase value for shareholders. And the book presents its ideas in a way that is compelling, easy to read, and instantly applicable to your own organization. In today’s complex financial world, issuing “report cards” on groups and divisions – or sending out the usual belt-tightening mandates – is a hopelessly outdated model. “Partnering for Performance” helps your department become a strong ally and powerful asset for achieving true competitive advantage.
About the Author
When it comes to setting a company's competitive strategy, few departments can have a greater impact than the finance department. And yet financial divisions in most companies operate as separate entities, uninvolved in helping to achieve long-term business goals. It’s time to take off the “green shades” and get ready for a radical change. This forward-thinking book – based on the more than 50 years’ combined experience of two financial practitioners – helps CEOs, CFOs, bankers, accountants, and other financial professionals completely redefine their roles, turning the finance department into an integral part of the organization’s growth strategy and a partner in its business plan. “Partnering for Performance” moves beyond traditional tools and skills to uncover a wholly NEW way of thinking about finance – where the real impact of products and services is accurately measured and business plans are analyzed for their ability to increase value for shareholders. And the book presents its ideas in a way that is compelling, easy to read, and instantly applicable to your own organization. In today’s complex financial world, issuing “report cards” on groups and divisions – or sending out the usual belt-tightening mandates – is a hopelessly outdated model. “Partnering for Performance” helps your department become a strong ally and powerful asset for achieving true competitive advantage.
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