Elements: RelationshipsThe CFO Agenda |
Draw a map of all the personal connections that make a business work, and you’ll quickly find that the CFO has a direct link to most of them. From the board and the C-Suite to line-of-business and department leaders, the CFO helps the organization understand what’s possible – and helps make it happen.
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Featured insights
Managing the transition triangle: Time, relationships and talent
While there is no single formula for CFO transitions, there are three critical resources that CFOs must manage successfully as they take the reins: time, relationships and talent. Learn techniques that can help transitioning CFOs manage these resources effectively.
The chemistry of CEO | CFO relationships
Some personality pairings are likely to be more complementary, and possibly more durable, than others.
Shall we dance? Business partnering for Chief Financial Officers
The book shares our findings from a recent study conducted and offers ideas on how to make business partnering come alive in your organization.
Winning friends and influencing stakeholders
Effectively managing time, talent, and relationships is critical to a CFO's success in the first year and beyond.
Crossing the chasm: From operator to strategist
Many CFOs want to partner with the CEO as a key Strategist and Catalyst for change. Yet, when we ask CFOs where they spend their time, most respond that they fall considerably short of this goal.
Board relations: Have risk disclosure practices Improved?
Done well, risk disclosures can identify how CFOs are fulfilling their obligations to the board in their roles as stewards.
Strengthening the relationship with inside counsel
By understanding the lens the legal department uses to view transactions and offer solutions, CFOs can come to better decisions on financial transactions.
