Detail How CFOs Stretch Boundaries   Oleh:  Myers, Randy Jenis: Article from Bulletin/Magazine Dalam koleksi: Journal of Accountancy vol. 193 no. 5 (May 2002), page 75-82. Topik: CFOs; CFOs stretch; boundaries Ketersediaan Perpustakaan Pusat (Semanggi) Nomor Panggil: JJ85.14 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada     Lihat Detail Induk Isi artikel Ginny Fess identifies enterprising employees among her staff at the Johnsson Group, a financial consulting firm headquartered in Chicago, and transforms them into a profit center. Rich Schalter obtained a commercial driver’s license so he can operate all the products his company manufactures. Donella Rapier oversees alumni affairs, including fund - raising, for the Harvard Business School. There is nothing very special about any of the activities of these CPA s except for this detail : Fess, Schalter and Rapier all serve as chief financial officers of their organizations. Not just responsible for “making the numbers,” they represent a new breed of CFO s who function as business partners to other senior executives and line managers and sometimes take on operational responsibilities of their own. This article examines how they and other CFO s have stretched the traditional scope of that position and provides tips for other CPA s inclined to follow their lead. This broadening of the CFO position at countless companies across the country is being driven in part by technological advances that have freed CFO s from routine information-gathering chores. Once a finance officer has critical data and the time for analysis, acting on those data is a short leap - and CEO s increasingly expect their CFO s to do just that. The growing interest in reporting information through non financial performance measures, such as balanced scorecards, is also fueling the trend. All this means today’s finance professionals must be more than technically sophisticated. They also must be big-picture thinkers, strong communicators and skilled managers and motivators. "No one wants someone just sitting around passing judgment,” remarks Fess’s boss, Johnsson Group chief executive officer Margaret Johnsson. "The CFO has to inject a focus on revenue generation and profit enhancement. If that person is always relying on the line staff to do that, then what is it he or she has helped the company to do ?” Opini Anda Klik untuk menuliskan opini Anda tentang koleksi ini! Kembali

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