The document discusses seven essential questions that CFOs should ask themselves to become more strategic. The questions include: how the company plans to grow, what constraints hold back growth and how to overcome them, what uncertainties exist and how to resolve them, areas of high spending with uncertain returns, whether growth goals are ambitious enough, what could disrupt the company, and what the company should stop doing. By asking and addressing these questions, CFOs can identify strategic opportunities, partner with other leaders to implement solutions, and help move the company forward in a pragmatic way.
An investor's least favorite statement -- Oops Wrong CEO -- and You Need More...Leslie S. Pratch
While you own a company, you need the right people to execute and adjust the plans that will achieve your financial targets. When you go to sell, the team in place must be strong enough to convince buyers there's still substantial upside ahead. Managing human capital proactively and systematically can prevent problems and make your investments much more valuable.
A good strategy is the blueprint for business success. For many organizations, mergers and acquisitions
are a critical component of their blueprint. Although the value drivers such as cost cutting, the promise of
new channels and customers, and improved competitive positioning may vary from company to company,
one thing is constant – after the deal is done, executives need to refresh their strategy and they need to
do it fast.
Finance trends Modernizing finance in private companiesDeloitte Canada
Finance trends: Modernizing finance in private companies is based on a survey of Canadian CFOs and finance leaders conducted in the summer of 2016. The report examines the current roles of finance, and the capabilities both CEOs and CFOs expect their finance teams to have within the next few years. The report also offers a framework to help CFOs evaluate their finance teams' current capabilities and identify the core competencies they will need to help their companies successfully manage a disruptive event.
Tax reform actually changes everything. We've never had a moment in which so much cash will be sitting on corporate balance sheets. The most strategic-minded executives will see this opportunity as a watershed moment to reevaluate how they allocate cash.
Because unexpected CEO successions can paralyze even the best-functioning companies, they can wreak a harsh toll on revenues, earnings, and stock prices. All of which means there is a far greater payoff to getting succession right than current practices imply. The key is consistent planning.
Restructuring for Small and Mid-Sized BusinsesesDavid Johnson
Many small and mid-sized businesses are struggling as a result of the current economic downturn. A firm grounding in the basics of restructuring can help business leaders and their advisors navigate an optimal path for every company.
WITHIN THE NEXT FIVE YEARS, FINANCE WILL OPERATE DIFFERENTLY
Member of the Team that gives DIRECTION, comes up with strategy and evaluates the structural content of the organization.
NEW TOOLS:
JIT, CAD/CAM, ABC. ABMS, TQM, FMS, CI, TC
NEW MEDIUM:
Computers - PC- Networks - “The Virtual Close” - AA Instant Info
FLT ANALOGY SHOWS IN TROUBLE BUT NOT WHY; NO CAUSALITY
Traditional finance is dead. Business has changed significantly over the last 2 decades. While this has opened up a new set of opportunities to reinvent the concepts of finance, a lot of businesses are being left behind as they grapple with issues that a proactive approach to finance could have easily avoided. All hail the new king of finance – Strategic Finance Thinking.
We get asked every other day by businesses we meet – So what is it that you do so differently? While this has become a part of our standard conversation, we thought of putting these thoughts together in a whitepaper that every SMB can use to define what they should be expecting from this new wave.
Disclaimer: Please note that these are our views are based on our experience in being advisors and working with various organizations. They are for the limited purpose of educating the officers of a company. How this applies to your business can vary significantly based on the context, stage, exact nature & size of the business.
An investor's least favorite statement -- Oops Wrong CEO -- and You Need More...Leslie S. Pratch
While you own a company, you need the right people to execute and adjust the plans that will achieve your financial targets. When you go to sell, the team in place must be strong enough to convince buyers there's still substantial upside ahead. Managing human capital proactively and systematically can prevent problems and make your investments much more valuable.
A good strategy is the blueprint for business success. For many organizations, mergers and acquisitions
are a critical component of their blueprint. Although the value drivers such as cost cutting, the promise of
new channels and customers, and improved competitive positioning may vary from company to company,
one thing is constant – after the deal is done, executives need to refresh their strategy and they need to
do it fast.
Finance trends Modernizing finance in private companiesDeloitte Canada
Finance trends: Modernizing finance in private companies is based on a survey of Canadian CFOs and finance leaders conducted in the summer of 2016. The report examines the current roles of finance, and the capabilities both CEOs and CFOs expect their finance teams to have within the next few years. The report also offers a framework to help CFOs evaluate their finance teams' current capabilities and identify the core competencies they will need to help their companies successfully manage a disruptive event.
Tax reform actually changes everything. We've never had a moment in which so much cash will be sitting on corporate balance sheets. The most strategic-minded executives will see this opportunity as a watershed moment to reevaluate how they allocate cash.
Because unexpected CEO successions can paralyze even the best-functioning companies, they can wreak a harsh toll on revenues, earnings, and stock prices. All of which means there is a far greater payoff to getting succession right than current practices imply. The key is consistent planning.
Restructuring for Small and Mid-Sized BusinsesesDavid Johnson
Many small and mid-sized businesses are struggling as a result of the current economic downturn. A firm grounding in the basics of restructuring can help business leaders and their advisors navigate an optimal path for every company.
WITHIN THE NEXT FIVE YEARS, FINANCE WILL OPERATE DIFFERENTLY
Member of the Team that gives DIRECTION, comes up with strategy and evaluates the structural content of the organization.
NEW TOOLS:
JIT, CAD/CAM, ABC. ABMS, TQM, FMS, CI, TC
NEW MEDIUM:
Computers - PC- Networks - “The Virtual Close” - AA Instant Info
FLT ANALOGY SHOWS IN TROUBLE BUT NOT WHY; NO CAUSALITY
Traditional finance is dead. Business has changed significantly over the last 2 decades. While this has opened up a new set of opportunities to reinvent the concepts of finance, a lot of businesses are being left behind as they grapple with issues that a proactive approach to finance could have easily avoided. All hail the new king of finance – Strategic Finance Thinking.
We get asked every other day by businesses we meet – So what is it that you do so differently? While this has become a part of our standard conversation, we thought of putting these thoughts together in a whitepaper that every SMB can use to define what they should be expecting from this new wave.
Disclaimer: Please note that these are our views are based on our experience in being advisors and working with various organizations. They are for the limited purpose of educating the officers of a company. How this applies to your business can vary significantly based on the context, stage, exact nature & size of the business.
To be a truly effective chief financial officer, you have to learn to be the champion of strategic discipline. Interviews with leading CFOs at Caterpillar, Philips, Sainsbury's, Verizon, and Wells Fargo bring five traits of the strategic CFO to light: value chain insight, business driver leverage, attention to talent, cultural engagement, and integrity and interpersonal skills.
Why Hire an FD or CFO?
If you’ve landed on this guide, the chances are that you’re a business owner, CEO, or MD that is looking for help with hiring a CFO or Finance Director that works for your business needs.
Hiring an FD or CFO means that you can have a dedicated person on your team to deal with the financial side of your business. Not everyone who starts a business comes from within the industry or has the knowledge to do things like forecasting or troubleshooting. With an FD, you get to take advantage of their skills and experience to get your business back on track or smash your growth goals. Read our guide to find our more.
The role of FD or CFO is as much about strategy and planning as it is about monitoring the company’s cash flow. For any company to implement a new strategy, you need to have someone on your team with the specialist skills and knowledge to access your current systems and implement alternatives.
Bringing an FD on board is a major decision that you want to get right. Our guide is designed to help you make the right decision for you and your business.
Why Recruit an FD or CFO?
The position of CFO or FD is one of the most versatile in any company. Their role is to help you meet your financial goals and scale up your business, whether it’s through fundraising or company expansion.
You might decide it’s time to recruit a CFO or FD if you want help with fundraising through government programmes or private investors. If you have a merger or acquisition on the horizon, a CFO can ensure the transition is streamlined and runs smoothly. One reason companies choose to recruit an FD is that they are planning to enter a new niche or want to expand their market share in an existing one.
Some of the key benefits provided by a CFO or FD include:
Insights into company performance to improve profits.
Introduces better controls and systems.
Improves cash forecasting and management.
Utilises forecasting, modelling, and planning.
Increases the company’s credibility with external parties, including banks and PE houses.
Brings experience and expertise in a niche field.
Allows your company to plan for the future and formalise business strategy.
Recruit skilled employees to up-scale your business.
To learn more visit our website at https://www.fdcapital.co.uk
For Professional Services Firms the rules of strategy setting are different. Without knowing the differences instantly sets your firm into a dilemma and causes untold damage to turnover and growth as well as individual partner/director career development.
In this paper author Nicholas Assef covers the benefits of private companies adopting a private equity mindset to consider strategies that should be adopted and actions that should be taken in planning to sell their company.
In particular this encourages the Private Company directors & shareholders to step outside of their day to day operations and reflect on the way the Company will be seen by external parties. Once this assessment has been made then adjustments can be made with plenty of time in order to optimise the business case.
Driving a business to a successful exit is a matter of science and not good fortune.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Memorandum Of Association Constitution of Company.pptseri bangash
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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1. 1
CFO Insights
Are you a strategic CFO?
Seven essential questions
As the CFO role continues to evolve, it is imperative that
finance executives up their game strategically. That doesn’t
mean simply knowing the latest strategy theory or fad. It
means being able to advance your organization’s growth
or improve its competitive position by identifying the
key constraints holding it back, and then using finance
to free it from those constraints. In other words, today’s
environment requires a CFO to be not just a strategist, but
a pragmatic strategist.
To get there means cultivating a mind-set where you ask
the right questions about where your company is currently
positioned, what is holding it back from achieving its
potential or what could hold it back, and then framing
what you might do to move the company forward. In this
issue of CFO Insights, Ajit Kambil, Ph.D., global research
director for Deloitte’s CFO Program and a director with
Deloitte LLP, draws from his experience leading the
Deloitte CFO Transition Lab™ program worldwide to
explain how CFOs may become more pragmatic strategists
and in the process identify opportunities for finance to
create value.
The critical questions
Some CFOs may have a strategic mind-set naturally. But
based on the outcomes of more than 100 Labs, it is clear
that such a mind-set may also be cultivated by asking the
following seven questions:
1. How does your company plan to grow: through
M&A, organically (i.e. by driving new or existing
products to new or existing markets), or both? The
first and most straightforward question involves
knowing the current strategy: What combination of
these growth choices is your company currently com-
mitted to? The CFO’s role then is to make sure that
capital is available at the right cost for these choices to
be profitable, and that the company has processes and
decision-making rules for capital allocation to support
that growth.
2. What are the dominant constraints that hold back
your company’s growth, and how might you over-
come them? The dominant constraints are the issues
that prevent a company from reaching its potential.
Consider a company with a heavy debt burden that was
paying an interest rate more than twice the rates avail-
able to its competitors. Here the cost of debt capital
was a critical constraint, given that competitors could
finance growth through M&A and other strategies
much more cheaply. In response, the CFO enabled a
sale of a large stake in the company to a strategic inves-
tor, raising capital and relaxing the “finance constraint.”
Other types of constraints include the lack of a needed
or key product in the pipeline or simply the mind-set
and culture of the company (see “Navigating change:
How CFOs can effectively drive transformation”). Of
course, some constraints are virtually impossible to
overcome. For example, regulations in financial services
impose new constraints on banks. Other than finding
efficient ways to comply, CFOs can do virtually nothing
to change the regulatory constraints. Still, determining
the dominant constraints is the first step for a CFO to
take in order to relax or overcome them.1
2. 2
3. What is the greatest uncertainty facing your compa-
ny, and what can you do to resolve or navigate it?
Say the company has potential asbestos liability because
the chemical was formerly used in some products, and
the uncertainty around that liability is constraining the
company’s share price and keeping it from making
aggressive growth plays. That doesn’t sound like some-
thing a CFO can fix. But what if you were to go to the
legal counsel and say, “Let’s figure out what it would
cost to settle this potential litigation, and see, given
our current cash flows and the low-rate environment,
whether it’s worth that price to get rid of that uncer-
tainty.” Alternatively, CFOs can ask their finance, plan-
ning, and analysis (FP&A) organizations to model the
consequences of different outcomes, and then decide if
they want to insure against risks arising from the uncer-
tainty. Uncertainty can “freeze” decision-making; CFOs
can “unfreeze” those decisions by gathering informa-
tion to resolve the uncertainty, instituting a structure to
navigate the uncertainty while managing risk through
insurance, or developing a step-by-step approach to
real-option investment as uncertainty is resolved.
4. What is your greatest area of spend where there
is a lot of uncertainty about return? For example, a
CFO of a consumer packaged goods company with a
big chunk of spend going to advertising and promotion
should ask, “How can I get greater bang for my buck
in my advertising and promotion spend, and how do I
make headway on measuring returns from promotions
to guide future spending?” Creating clarity and better
disciplines on spend are often a source of quick strate-
gic wins.
5. Are your company’s financial and growth goals
ambitious enough? What would we do differently if
the company were an order of magnitude bigger? Say
your company’s goal is to double its revenues, from $2
billion to $4 billion, and you’re looking at a variety of
projects to achieve that growth, but some entail a lot
of risk because of the dollars involved. The CFO might
look at this challenge and say, “A $400 million project
blowing up is going to do some serious damage to a $2
billion company, but not so much to a $20 billion com-
pany. So maybe our ability to invest in future growth
is enhanced by increasing our scale not by two times
but by 10 times through a series of rollups or acquisi-
tions.” If you bring that option to your CEO and board,
you’ve started a conversation that could be truly game-
changing for the company. It is easy to get trapped in
the present. But thinking substantively beyond existing
constraints and limits can sometimes help identify plays
that create dramatically new strategic options.
6. What could disrupt your company, and what can
finance do about it? This is about envisioning a com-
petitor’s move such as a merger or a new industry en-
trant that changes the nature of competition or a new
technology that dramatically changes product offerings.
Again, CFOs can ask if they themselves could use the
likely playbook of a competitor to disrupt the industry
and also leverage FP&A capabilities to model out dis-
ruptive scenarios and help frame responses.
7. What would you like your company to stop doing?
Finally, are there underperforming business units or a
part of the company that does not generate required
returns, or customers who are not profitable? If there
isn’t a way to scale the business to increase returns,
it may be best to dispose of it and free capital and
management resources to grow more high-potential
businesses. Similarly, choosing not to serve unprofitable
customers or to increase prices to them may increase
long-run returns.