Financial Management : Partner in Driving Performance and Value.

Format:

Book

Author/Creator:

Alexander, Jack.

Series:

Wiley Finance Series

Language:

English

Subjects (All):

Strategic planning.

Business planning.

Physical Description:

1 online resource (723 pages)

Edition:

1st ed.

Place of Publication:

Newark : John Wiley & Sons, Incorporated, 2024.

Summary:

Jack Alexander's book is a comprehensive guide for finance leaders aiming to navigate the complexities of financial management in the modern corporate environment. It covers essential topics such as financial statement analysis, predictive modeling, strategic planning, and enterprise performance management. Alexander emphasizes the importance of finance executives as partners in driving organizational performance and value creation. The book is tailored for finance professionals, CFOs, and those aspiring to leadership roles in financial management, providing practical insights into the evolving landscape of finance and the skills required to succeed. It also addresses contemporary challenges such as information asymmetries, human capital management, and leveraging technology for competitive advantage. Generated by AI.

Contents:

Cover

Title Page

Copyright Page

Contents

Preface

Chapter 1 Partner in Driving Performance and Value

What Is a Financial Business Partner?

Financial Analysis and Enterprise Performance Management (EPM)

Understanding How Decisions Are Made

Preview of the Book

Summary

Part One Fundamentals and Key Partner Capabilities

Chapter 2 The Fundamentals of Finance and Financial Statement Analysis

Basics of Accounting and Financial Statements

Accrual Accounting

Financial Ratios and Indicators

Selling, General, and Administrative (SG&amp

A) % Sales

Operating Income (EBIT) % Sales

Return on Sales (Profitability)

Overall Measures of Performance

Limitations and Pitfalls of Financial Ratios

Putting It All Together

Chapter 3 Skills, Knowledge, and Attributes for Financial Business Partners

Where Do I Stand on Experience, Skills, and Attributes of Successful Finance Partners?

Personal Traits

Core Skills

Specific Knowledge and Experience

Business Acumen and Knowledge

Becoming a More Effective Business Partner

Develop a Personal Development Plan

Evaluate Your Current Reports and Analysis

Shift Emphasis to Value-Add Activities

Survey Your Clients (or Partners)

Formal Training

Utilize Reference Materials (the Objective of This Book)

Read and Collect Examples of Outstanding Analysis

Maintain a Portfolio of Your Analytical Works

Go beyond "Crunching the Numbers"

Improve Communication and Presentation Skills

Develop a Reputation for Credibility and Objectivity

Demonstrate Business and Emotional Maturity

Volunteer to Work on Important Analytical Projects and Presentations

Improving the Financial Literacy of Nonfinancial Managers

Chapter 4 Developing Predictive and Analytical Models

What Is a Financial Model?.

Applications for Financial Models

Operating Plans and Budgets

Forecasts/Business Outlooks

Revenue Projections

Cash Flow and Liquidity Projections

Strategic Plans and Long-Range Forecasts

Capital Investment Decisions

Compensation and Incentive Plans

Valuing a Business

Mergers and Acquisitions

Project and Proposal Estimates

Best Practices in Developing Models

Use the Four-Step Model Approach

Define Objective

Develop Architecture of Model

Documentation

Identify Input Areas

Identify Key Assumptions and Drivers

Incorporate Historical/Actual Results

Protect Formulas

Ownership and Buy-in

Robust and Flexible

Keep It Simple

Avoid "Black Box" Models: Show Your Work

Revision Control

Review for Accuracy and Reasonableness

Sensitivity and Scenario Analysis

Output and Presentation Summary

Establish a Portfolio of Models

Use the Best Tool for the Job

Appendix: Illustrative Model

Chapter 5 Presenting and Communicating Financial Information

Laying the Foundation for Success

Overcoming the Accountant Stereotype

Knowing Your Audience

Developing a Messaging Strategy

Educating Nonfinance Managers

Choosing the Best Delivery Method

Developing Effective Presentations and Reports

Agenda/Discussion Topics

Executive Summary-Preview

Presentation Content

Identify Key Takeaways and Indicated Actions

Executive Summary and Recommended Actions

Exhibits

Delivering the Presentation

Data Visualization and Presentation: A Picture Is Worth a Thousand Words

Use the Best Visual for the Job

The Speedometer Chart

To Scale or Not to Scale

Part Two Financial Leadership in the 21st Century

Chapter 6 Essential Ingredients for Value Creation: Growth and ROIC

Valuation and Shareholder Value.

Valuation and Shareholder Value

Revenue Growth

Return on Invested Capital (ROIC)

ROIC and the Business Model

Improving Return on Invested Capital

Chapter 7 Managing Human Capital and Building a High-Performance Finance Team

The Importance of Human Capital Management (HCM)

Human Capital Management (HCM): Key Elements

Strategic Context

HCM Assessment

Talent Acquisition and Immersion

Growth and Development (G&amp

D)

Portfolio Management

Engagement, Alignment, Evaluation, Accountability, and Retention

Compensation and Incentives

Leadership, Alignment, and Execution

Human Capital: Measure, Monitor, and Adjust

Retention, Engagement, and Satisfaction

Recruitment and Immersion

Linking to Overall Performance and Creating an HCM Dashboard

HCM Assessment Process

Organization

Career Summary and Performance

Experience, Competency, and Skills Inventory

Succession Planning

Human Capital by the Numbers

Developing an Improvement Plan

Focus on the Finance Team

Finance as a Service Organization

Evaluate Current Reports and Analyses Produced by the Finance Team

Creating the Slack for Value-Added Activities

Chapter 8 Strategic Analysis and Planning

Strategic Planning: Core Principles

Strategic Planning Tools

Strategic Planning Framework

Strategic Analysis

Executive Summary

Historical Performance Recap

Strategic Summary

Revenue Analysis

Competitor Summary

Other Market Players

Benchmark Analysis

Portfolio Analysis

Talent and Organization

Strategy Development

Strategy Statement

Strategic Objectives

Consider Possible Alternative Strategies

Projected Financial Performance

Execution Planning

Earning a Seat at the Strategy Table.

Develop a Business Mindset

Prepare and Present Strategic Analysis

Develop Strategic Financial Projections and Analysis

Incorporate Progress on Strategic Issues and Objectives in Performance Reporting

Chapter 9 The Role of Finance in Supporting Growth

The Importance of Growth

Analysis of Revenue Trends and Growth Projections

Contributing to Strategic Analysis and Planning

Supporting Growth Initiatives and Processes

Business and Corporate Development (BD)

Bid and Proposal

New Product Development (NPD)

Other Growth Opportunities

Contributing to a Successful Merger and Acquisition Program

M&amp

A Process

A Valuation

Chapter 10 The External View: Markets, Competitors, and Economic and Geopolitical Forces

External Forces

The Economic Environment

General Economic Measures

Sovereign Debt

Analysis of Markets, Competitors, and Customers

Sources of Information

Industry Reports

Research Analyst Reports

Company Website

Required Disclosures by Publicly Traded Companies

Analysis and Presentation

Quarterly Update on Customer/Competitor

Chapter 11 Course-Corrections: Business Transformation and Restructuring

The Need for Change. . .

How Did We Get Here?

Making the Case

Analytical Tools to Support Business Transformation-Cost and Process

Periodic Pruning

Across-the-Board Cuts

Address Leakers and Bleeders

Zero-Based Cost Analysis (ZBCA)

Activity-Based Cost Analysis (ABCA)

Process Evaluation and Redesign

Analytical Tools to Support Business Transformation-Business and Strategy

Situational Analysis

Business Portfolio Analysis

Product Portfolio Analysis

Business Model Analysis

Customer Profitability or Value Contribution.

Developing Financial and Execution Plans and Monitoring Progress

Developing a Transformation Plan

Developing Financial Projections

Developing an Execution Plan

Monitoring Progress

Chapter 12 Leveraging and Promoting Technology Investments

IT Overview

Enterprise System (ERP)

Supplemental Systems

Product and Service Offerings

External and Other Information

Data Lakes (and Pools, Ponds and Puddles)

Reporting, Analysis, and Planning

IT Infrastructure

IT Strategy and Roadmap

Advocating Technology

Leveraging Technology Solutions in Financial Applications

Evaluating and Implementing Technology Solutions

Evaluating Technology Solutions

Implementing Technology Solutions

The Future of IT

Cloud versus On-Premises Computing

Artificial Intelligence (AI) and Machine Learning (ML)

Indicated Actions

Chapter 13 Scenario Analysis, Planning, and Management

Scenario Analysis: Definition, Benefits, and Applications

What Is Scenario Analysis and Planning?

Benefits of Scenario Analysis?

Scenario Analysis Applications

Steps in Scenario Analysis

Develop a Robust Projections Model

Identify Critical Assumptions

Build a Base Case and Identify Other Possible Scenarios

Model Scenarios

Monitor Assumptions and Leading Indicators

Take Indicated Actions

Utilizing Scenario Planning in Other Applications

Chapter 14 Adaptability: Innovation, Agility, and Resilience

Innovation

Types of Innovation

Will Innovation Efforts "Move the Needle"?

Performance and Value Creation in Innovative Organizations

Connecting the Dots: Innovation, Financial Performance, and Value

Measuring and Driving Business Agility

The Agile (Versatile) Associate

Anticipating and Responding to Business and Economic Cycles

Agility Assessment and Metrics.

Business Resilience.

Notes:

Includes index.

Description based on publisher supplied metadata and other sources.

Part of the metadata in this record was created by AI, based on the text of the resource.

ISBN:

9781394228492

139422849X

9781394228379

1394228376

1-394-22837-6

1-394-22849-X

OCLC:

1419869828