Financial Management: Partner in Driving Performance and Value
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Newark
John Wiley & Sons, Incorporated
2024
|
| Ausgabe: | 1st ed |
| Schriftenreihe: | Wiley Finance Series
|
| Online-Zugang: | DE-2070s |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (723 Seiten) |
| ISBN: | 9781394228492 |
Internformat
MARC
| LEADER | 00000nam a2200000zc 4500 | ||
|---|---|---|---|
| 001 | BV049871688 | ||
| 003 | DE-604 | ||
| 007 | cr|uuu---uuuuu | ||
| 008 | 240918s2024 xx o|||| 00||| eng d | ||
| 020 | |a 9781394228492 |9 978-1-394-22849-2 | ||
| 035 | |a (ZDB-30-PQE)EBC31093691 | ||
| 035 | |a (ZDB-30-PAD)EBC31093691 | ||
| 035 | |a (ZDB-89-EBL)EBL31093691 | ||
| 035 | |a (OCoLC)1466904996 | ||
| 035 | |a (DE-599)BVBBV049871688 | ||
| 040 | |a DE-604 |b ger |e rda | ||
| 041 | 0 | |a eng | |
| 049 | |a DE-2070s | ||
| 082 | 0 | |a 658.15 | |
| 100 | 1 | |a Alexander, Jack |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Financial Management |b Partner in Driving Performance and Value |
| 250 | |a 1st ed | ||
| 264 | 1 | |a Newark |b John Wiley & Sons, Incorporated |c 2024 | |
| 264 | 4 | |c ©2024 | |
| 300 | |a 1 Online-Ressource (723 Seiten) | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b c |2 rdamedia | ||
| 338 | |b cr |2 rdacarrier | ||
| 490 | 0 | |a Wiley Finance Series | |
| 500 | |a Description based on publisher supplied metadata and other sources | ||
| 505 | 8 | |a 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& -- A) % Sales -- Operating Income (EBIT) % Sales -- Return on Sales (Profitability) -- Overall Measures of Performance -- Limitations and Pitfalls of Financial Ratios -- Putting It All Together -- Summary -- 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 -- Summary -- Chapter 4 Developing Predictive and Analytical Models -- What Is a Financial Model? | |
| 505 | 8 | |a 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 -- Summary -- 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 -- Summary -- Part Two Financial Leadership in the 21st Century -- Chapter 6 Essential Ingredients for Value Creation: Growth and ROIC -- Valuation and Shareholder Value | |
| 505 | 8 | |a Valuation and Shareholder Value -- Revenue Growth -- Return on Invested Capital (ROIC) -- ROIC and the Business Model -- Improving Return on Invested Capital -- Summary -- 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& -- 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 -- Strategic Context -- 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 -- Survey Your Clients (or Partners) -- Evaluate Current Reports and Analyses Produced by the Finance Team -- Creating the Slack for Value-Added Activities -- Summary -- 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 | |
| 505 | 8 | |a 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 -- Summary -- 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 -- Competitor Summary -- 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& -- A Process -- M& -- A Valuation -- Summary -- 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 -- Summary -- 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 | |
| 505 | 8 | |a Developing Financial and Execution Plans and Monitoring Progress -- Developing a Transformation Plan -- Developing Financial Projections -- Developing an Execution Plan -- Monitoring Progress -- Summary -- 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 -- Summary -- 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 -- Summary -- 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 | |
| 505 | 8 | |a Business Resilience | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Alexander, Jack |t Financial Management |d Newark : John Wiley & Sons, Incorporated,c2024 |z 9781394228362 |
| 912 | |a ZDB-30-PQE | ||
| 943 | 1 | |a oai:aleph.bib-bvb.de:BVB01-035211163 | |
| 966 | e | |u https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=31093691 |l DE-2070s |p ZDB-30-PQE |q HWR_PDA_PQE |x Aggregator |3 Volltext | |
Datensatz im Suchindex
| _version_ | 1817696711214104576 |
|---|---|
| adam_text | |
| any_adam_object | |
| author | Alexander, Jack |
| author_facet | Alexander, Jack |
| author_role | aut |
| author_sort | Alexander, Jack |
| author_variant | j a ja |
| building | Verbundindex |
| bvnumber | BV049871688 |
| collection | ZDB-30-PQE |
| 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& -- A) % Sales -- Operating Income (EBIT) % Sales -- Return on Sales (Profitability) -- Overall Measures of Performance -- Limitations and Pitfalls of Financial Ratios -- Putting It All Together -- Summary -- 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 -- Summary -- 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 -- Summary -- 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 -- Summary -- 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 -- Summary -- 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& -- 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 -- Strategic Context -- 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 -- Survey Your Clients (or Partners) -- Evaluate Current Reports and Analyses Produced by the Finance Team -- Creating the Slack for Value-Added Activities -- Summary -- 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 -- Summary -- 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 -- Competitor Summary -- 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& -- A Process -- M& -- A Valuation -- Summary -- 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 -- Summary -- 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 -- Summary -- 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 -- Summary -- 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 -- Summary -- 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 |
| ctrlnum | (ZDB-30-PQE)EBC31093691 (ZDB-30-PAD)EBC31093691 (ZDB-89-EBL)EBL31093691 (OCoLC)1466904996 (DE-599)BVBBV049871688 |
| dewey-full | 658.15 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.15 |
| dewey-search | 658.15 |
| dewey-sort | 3658.15 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 1st ed |
| format | Electronic eBook |
| fullrecord | <?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>00000nam a2200000zc 4500</leader><controlfield tag="001">BV049871688</controlfield><controlfield tag="003">DE-604</controlfield><controlfield tag="007">cr|uuu---uuuuu</controlfield><controlfield tag="008">240918s2024 xx o|||| 00||| eng d</controlfield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">9781394228492</subfield><subfield code="9">978-1-394-22849-2</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(ZDB-30-PQE)EBC31093691</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(ZDB-30-PAD)EBC31093691</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(ZDB-89-EBL)EBL31093691</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(OCoLC)1466904996</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)BVBBV049871688</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-604</subfield><subfield code="b">ger</subfield><subfield code="e">rda</subfield></datafield><datafield tag="041" ind1="0" ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="049" ind1=" " ind2=" "><subfield code="a">DE-2070s</subfield></datafield><datafield tag="082" ind1="0" ind2=" "><subfield code="a">658.15</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Alexander, Jack</subfield><subfield code="e">Verfasser</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Financial Management</subfield><subfield code="b">Partner in Driving Performance and Value</subfield></datafield><datafield tag="250" ind1=" " ind2=" "><subfield code="a">1st ed</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="a">Newark</subfield><subfield code="b">John Wiley & Sons, Incorporated</subfield><subfield code="c">2024</subfield></datafield><datafield tag="264" ind1=" " ind2="4"><subfield code="c">©2024</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">1 Online-Ressource (723 Seiten)</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="490" ind1="0" ind2=" "><subfield code="a">Wiley Finance Series</subfield></datafield><datafield tag="500" ind1=" " ind2=" "><subfield code="a">Description based on publisher supplied metadata and other sources</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">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 -- Summary -- 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 -- Summary -- Chapter 4 Developing Predictive and Analytical Models -- What Is a Financial Model?</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">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 -- Summary -- 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 -- Summary -- Part Two Financial Leadership in the 21st Century -- Chapter 6 Essential Ingredients for Value Creation: Growth and ROIC -- Valuation and Shareholder Value</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Valuation and Shareholder Value -- Revenue Growth -- Return on Invested Capital (ROIC) -- ROIC and the Business Model -- Improving Return on Invested Capital -- Summary -- 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 -- Strategic Context -- 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 -- Survey Your Clients (or Partners) -- Evaluate Current Reports and Analyses Produced by the Finance Team -- Creating the Slack for Value-Added Activities -- Summary -- 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</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">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 -- Summary -- 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 -- Competitor Summary -- 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 -- M&amp -- A Valuation -- Summary -- 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 -- Summary -- 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</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Developing Financial and Execution Plans and Monitoring Progress -- Developing a Transformation Plan -- Developing Financial Projections -- Developing an Execution Plan -- Monitoring Progress -- Summary -- 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 -- Summary -- 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 -- Summary -- 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</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Business Resilience</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Druck-Ausgabe</subfield><subfield code="a">Alexander, Jack</subfield><subfield code="t">Financial Management</subfield><subfield code="d">Newark : John Wiley & Sons, Incorporated,c2024</subfield><subfield code="z">9781394228362</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-30-PQE</subfield></datafield><datafield tag="943" ind1="1" ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-035211163</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=31093691</subfield><subfield code="l">DE-2070s</subfield><subfield code="p">ZDB-30-PQE</subfield><subfield code="q">HWR_PDA_PQE</subfield><subfield code="x">Aggregator</subfield><subfield code="3">Volltext</subfield></datafield></record></collection> |
| id | DE-604.BV049871688 |
| illustrated | Not Illustrated |
| indexdate | 2024-12-06T13:11:08Z |
| institution | BVB |
| isbn | 9781394228492 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-035211163 |
| oclc_num | 1466904996 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (723 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2024 |
| publishDateSearch | 2024 |
| publishDateSort | 2024 |
| publisher | John Wiley & Sons, Incorporated |
| record_format | marc |
| series2 | Wiley Finance Series |
| spelling | Alexander, Jack Verfasser aut Financial Management Partner in Driving Performance and Value 1st ed Newark John Wiley & Sons, Incorporated 2024 ©2024 1 Online-Ressource (723 Seiten) txt rdacontent c rdamedia cr rdacarrier Wiley Finance Series Description based on publisher supplied metadata and other sources 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& -- A) % Sales -- Operating Income (EBIT) % Sales -- Return on Sales (Profitability) -- Overall Measures of Performance -- Limitations and Pitfalls of Financial Ratios -- Putting It All Together -- Summary -- 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 -- Summary -- 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 -- Summary -- 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 -- Summary -- 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 -- Summary -- 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& -- 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 -- Strategic Context -- 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 -- Survey Your Clients (or Partners) -- Evaluate Current Reports and Analyses Produced by the Finance Team -- Creating the Slack for Value-Added Activities -- Summary -- 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 -- Summary -- 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 -- Competitor Summary -- 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& -- A Process -- M& -- A Valuation -- Summary -- 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 -- Summary -- 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 -- Summary -- 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 -- Summary -- 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 -- Summary -- 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 Erscheint auch als Druck-Ausgabe Alexander, Jack Financial Management Newark : John Wiley & Sons, Incorporated,c2024 9781394228362 |
| spellingShingle | Alexander, Jack Financial Management Partner in Driving Performance and Value 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& -- A) % Sales -- Operating Income (EBIT) % Sales -- Return on Sales (Profitability) -- Overall Measures of Performance -- Limitations and Pitfalls of Financial Ratios -- Putting It All Together -- Summary -- 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 -- Summary -- 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 -- Summary -- 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 -- Summary -- 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 -- Summary -- 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& -- 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 -- Strategic Context -- 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 -- Survey Your Clients (or Partners) -- Evaluate Current Reports and Analyses Produced by the Finance Team -- Creating the Slack for Value-Added Activities -- Summary -- 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 -- Summary -- 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 -- Competitor Summary -- 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& -- A Process -- M& -- A Valuation -- Summary -- 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 -- Summary -- 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 -- Summary -- 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 -- Summary -- 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 -- Summary -- 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 |
| title | Financial Management Partner in Driving Performance and Value |
| title_auth | Financial Management Partner in Driving Performance and Value |
| title_exact_search | Financial Management Partner in Driving Performance and Value |
| title_full | Financial Management Partner in Driving Performance and Value |
| title_fullStr | Financial Management Partner in Driving Performance and Value |
| title_full_unstemmed | Financial Management Partner in Driving Performance and Value |
| title_short | Financial Management |
| title_sort | financial management partner in driving performance and value |
| title_sub | Partner in Driving Performance and Value |
| work_keys_str_mv | AT alexanderjack financialmanagementpartnerindrivingperformanceandvalue |