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\u003cDIV\u003eOn the heels of a decade of scandals and the new pressures brought on by the Sarbanes-Oxley Act, corporations expect far more from their CFOs than simply managing the numbers. They expect decision-making support and performance insights that can improve bottom-line results. Unfortunately, the complexity and detail inherent in CFOs\u0026#8217; jobs keep them shackled to budgeting and transaction-processing systems that leave little time for value-adding activities. \u003cBR\u003e\u003cBR\u003eJeremy Hope says it\u0026#8217;s time to redefine the role of CFOs in today\u0026#8217;s organizations, liberating them from ineffective number-crunching responsibilities and enabling them to focus on helping managers improve performance. Grounded in extensive research, Reinventing the CFO outlines seven critical roles\u0026#8212;from streamlining redundant processes to regulating risk to identifying a few key measures\u0026#8212;that CFOs must take on in order to successfully transform the finance operation.\u003cBR\u003e\u003cBR\u003eChallenging many of the finance field\u0026#8217;s accepted practices and systems, this bold book revolutionizes the role of financial managers and frees them to make smart, ethical, strategic decisions that add real value to the firm.\u003c/DIV\u003e |
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