如何成为XXXX年的CFO(1)(48页DOC).docx

《如何成为XXXX年的CFO(1)(48页DOC).docx》由会员分享，可在线阅读，更多相关《如何成为XXXX年的CFO(1)(48页DOC).docx（48页珍藏版）》请在淘文阁 - 分享文档赚钱的网站上搜索。

1、最新资料推荐CFO2010IFACFinancial and Management Accounting CommitteeJanuary 2002The Role of the Chief Financial Officer in 2010Issued by the InternationalFederation of AccountantsThe mission of the International Federation of Accountants (IFAC) is the worldwide development and enhancement of an accountanc

2、y profession with harmonized standards, able to provide services of consistently high quality in the public interest. This booklet was prepared by the Financial Management Accounting Committee (FMAC) of IFAC. The mission of FMAC is: To encourage, amplify and supplement programs that focus on the fin

3、ancial and management accountant, as conducted by IFAC Member Bodies to: Provide for the development and support of such professionals; and Build public awareness, understanding and demand for their services; To provide an international forum for exchange of information regarding current development

4、 and emerging issues that shape the management accounting profession.The FMAC welcomes any comments you have on this booklet. Comments should be sent to:Technical DirectorInternational Federation of Accountants535 Fifth Avenue, 26th FloorNew York, New York 10017-3610 USAFax: +1 212-286-9570E-mail: e

5、dcommentsifac.orgCopies of this paper may be downloaded free of charge from the IFAC website at www.ifac.org.Copyright January 2002 by the International Federation of Accountants. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any

6、form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the International Federation of Accountants.ISBN: 1-887464-77-8最新精品资料整理推荐，更新于二二年十二月二十六日2020年12月26日星期六19:20:00FOREWORDThe Financial and Management Accounting Committee (FMAC) o

7、f the International Federation of Accountants (IFAC) explores emerging trends and seeks to represent contemporary best practice in the domain of accounting work concerned with the management of organizations. This is done primarily through a range of publications: annual theme booklets, an annual co

8、llection of articles of merit, research studies, International Management Accounting Practice Statements (IMAPS) and guides for practitioners. These publications are available through the IFAC website at www.ifac.org.Past theme booklets have covered topics like Management Accountancy in the Year 200

9、4 and The Senior Financial Officer in the Year 2005. Such has been the speed of change that these documents describe practice today. A recent study (No. 11) examined A Profession Transforming: From Accounting to Management. This explored emerging trends from the view of 12 member bodies of IFAC repr

10、esenting six countries. Four of the bodies are specialist associations looking at the field of management accounting; the remaining eight are professional bodies seeking to be more responsive, and more representative, of their members working in management-related roles, in business and public pract

11、ice. The study explored the 12 professional associations in varying stages and states of transition to the future and each told their own story to date. The insights and changes they were pursuing individually were collectively indicative of an underlying or imminent transformation in the profession

12、.This is best summarized by stating that the findings identified that the finance function in organizations was transforming in terms of a value added managerial focus, its area of organizational involvement, the capabilities expected from it and its leadership (the Chief Financial Officer), the con

13、solidation, elimination or outsourcing of much of its work responsibilities, and the radical reduction of its headcount. It seemed sensible, therefore, to canvas the views of 10 leading chief financial officers to get them to tell their stories. This theme booklet is the result of that exercise. Onc

14、e again, the members of FMAC identified leaders in their field across many countries, businesses and public sectors. They agreed that this story would be best described through the facilitation of a leading author, and enrolled the help of Robert Bruce, Accountancy Editor of The Times.The Chief Fina

15、ncial Officers are all from companies with easily recognizable names and with views from North America and Europe, together with countries like Argentina and Hong Kong. We thank them for the time they gave to the interviews, but especially for their candid comments and for sharing their insights. It

16、 was encouraging, from an FMAC viewpoint, to note that all of them address the role of the CFO in the strategic direction of their companies.Other notable topics covered included investor relations, acquisitions and the CFO role in corporate governance and risk management.This theme booklet, The Rol

17、e of the Chief Financial Officer in 2010, tells the story from the individual viewpoints of these CFOs which can be seen in the themes chosen: Developing a Vision for the FutureManaging the Information FlowMoving Away from TransactionsTreasury Will Take PriorityBecoming the Process OwnerPart of the

18、Team But ApartChief Planning OfficerStrategic Changes to the Finance RoleConcern About Global MarketsThe Importance of CommunicationThis rich vein of insights, together with our study of a profession transforming from accounting to management, will fuel the work of FMAC in the coming years. The stra

19、tegy of FMAC addresses: Thought leadership in expanding the field of practice known as management accounting; Sharing of best practice in this field globally; and Assisting developing countries as they explore the benefits of management accounting.Finally, my thanks to those members of FMAC who orga

20、nized this project to bring these leading interviews to our attention. This group consisted of:Bill Connell, Director of Risk Management, BOC Group plc;Chris Jackson, Head of the Faculty of Finance and Management, Institute of Chartered Accountants in England and Wales;Gary Luoma, Professor, Univers

21、ity of South Carolina;Richard Mallett, Technical Director, Chartered Institute of Management Accountants;Frank Moers, University of Maastricht; andJohn Morrow, Vice President, The New Finance, American Institute of Certified Public Accountants.BILL CONNELLChairmanMembers of the Financial & Managemen

22、t Committee:William Connell, Chair, United KingdomSantiago C. Lazzati, ArgentinaDavid Jeffries, AustraliaGerhard Prachner, AustriaDr. Khalid A. Ateeq, BahrainRaymond G. Darke, CanadaPascal Giraud, FrancePeter A.M. Sampers, NetherlandsMuhammad Aslam, PakistanMarco Antonio Zaldivar, PeruZein El Abdin

23、El Boraie Ahmed, SudanGary Luoma, United States of AmericaCONTENTSINTRODUCTIONAn Overview by Robert Bruce, Accountancy Editor of The Times.1INTERVIEWSThe following interviews were conducted by Robert Bruce:Carlos Olivieri:Developing a Vision for the FutureQuilmes Industrial, Argentina3John Schmoll:M

24、anaging the Information FlowColes Myer, Australia 7Angela Holtham:Moving Away from TransactionsNabisco, Canada 11Heinz-Joachim Neubrger:Treasury Will Take PrioritySiemens, Germany15Jan Hommen:Becoming the Process OwnerPhilips, Holland19Norman Lyle:Part of the Team But ApartJardine Matheson, Hong Kon

25、g 23Sten Fornell:Chief Planning OfficerEricsson, Sweden27Tony Isaac:Strategic Changes to the Finance RoleBOC Group, United Kingdom31Iain Lumsden: Concern About Global MarketsStandard Life, United Kingdom35John Connors:The Importance of CommunicationMicrosoft, United States39CFO2010The CFO and the Ro

26、le of InformationOverview by Robert BruceA couple of insights from two of the Chief Financial Officers interviewed during this project sum up the scale of the change they expect across the next decade. John Connors is CFO of Microsoft. “People will have access to information in a way that they never

27、 had in the past,” he said, “which means the premium on communicating financial information will be enormous.” Jan Hommen is global CFO of the electronic giant, Philips. His message was simpler but no less apocalyptic. “The speed at which you will have to do things will be mind-boggling,” he said. T

28、he interviews with 10 of the greatest CFOs of our era around the world covered a wide range of issues. But it was always information, its uses and power, which lay at the heart of what they were saying. They also thought that the role of the CFO would move towards one where acting as guardian of tha

29、t information and acting as a steward and compliance officer was the central responsibility. They thought that the position of the CFO as a pivotal role within a corporate structure would continue and the relationship with the CEO, whether as restraining influence, guardian of the corporate conscien

30、ce, or as the real strategist behind the boards plans, would be at the heart of that.They felt that the changes within the role of the CFO would reflect the way the finance function would become a process system, with much of it outsourced or achieved through joint ventures. They felt that the finan

31、ce function had to remain the bedrock but had to become more strategy-oriented. This would change the nature of the people who became CFOs. Out would go the figures-based CFO and in would come leaders with strong personalities and a wide understanding of markets and cultural issues. The essence of t

32、he changes predicted was that the role of the CFO in the year 2010 would be shaped by their position on a global corporate stage.Norman Lyle, Group Finance Director of Jardine Matheson in Hong Kong, summed up the way CFOs would change. “The CFO,” he said, “needs to guard the information. The CFO is

33、now often seen as the automatic deputy CEO and is the person who deals with the outside world. John Schmoll, CFO of Coles Myer, Australias largest retail group, thought the CFOs of the year 2010 “will have to be experts at interpreting the information and communicating it to the organization.” Sten

34、Fornell, CFO of telecommunications giant Ericsson, suggested that, as already happens in technology companies, “you are pretty deep in the operational side and you dont work very much with pure finance.”“In the future,” said Tony Isaac, who progressed from CFO to CEO at BOC, the industrial gases gia

35、nt based in the UK, “much of the CFOs role will include strategic planning, financial planning and risk management.” Iain Lumsden, currently Finance Director of Standard Life, the giant Edinburgh-based financial services group, is another who is about to become CEO. But he provides a note of skeptic

36、ism about the growth of information. “I havent seen a corresponding increase in useful information,” he said. “There has been a huge increase in useless information.”But it is the global which dominates. Angela Holtham, who recently stepped down as CFO of Nabisco in Canada, was clear on that. “It is

37、 all going to be global,” she said. “Everything about a business needs to be global and less and less specific to any given country.”These changes will, in their turn, change the responsibilities of the CFO. “The CFO will need the conviction and courage to stand up to their business colleagues,” sai

38、d Norman Lyle. “For example, when a proposed acquisition just doesnt make sense, the CFO will need to be able to articulate why this is the case and hold his corner.” And that will mean a very different type of person. “We are looking for people who are happy not to work in the back room but happy t

39、o work on the front foot,” said John Schmoll. “People who enjoy communicating and working in teams.” And that means that many more CFOs in the year 2010 will have arrived at their role via line-management responsibilities rather than the traditional route via the finance function. “People have to un

40、derstand the business and have a strong financial background,” said John Connors. “But CFOs who did not serve in the finance function will become much more common.”The overall impression given by these 10 CFOs from around the world is one of confidence. The role of the CFO is a strong one and its gr

41、owth, as the predictions of the year 2010 make clear, is assured. That growth will be based on complex information and its fast delivery but also based firmly on the strengthening of the CFO as the pivotal and increasingly powerful role within the corporate entity of the future.CFO2010Developing a V

42、ision for the FutureAn interview with Carlos OlivieriCarlos Olivieri is Chief Financial Officer of Quilmes Industrial S.A. In addition, he teaches finance at two Argentine universities and is a visiting professor at Michigan University, US. He is former CFO of YPF (the largest company in Argentina).

43、 Quilmes Industrial is a large beverage company based in Buenos Aires, with a 60% share of the beer market in the southern cone. It has been listed on the New York Stock Exchange since 1996.For a CFO, Latin America is a very different environment to that of Europe. The sheer volatility of the variou

44、s economies makes CFOs look upon Europe as a haven of comparatively well ordered finances. And it also means that the work of a CFO is subtly different. All this is exemplified in the thoughts of Carlos Olivieri, CFO of Quilmes Industrial which, based in Buenos Aires, is one of the largest beer and

45、soft drinks companies in the region.“In emerging markets,” he said, “the CFO has to pay attention to the economies of all the countries involved, like Brazil and Argentina for example.” With inflation or interest rates traditionally running high and erratically there is a very different focus. “It i

46、s very different to the US or Europe,” said Olivieri, “where you can predict changes in the economy. Here the changes are so dramatic and the impact of those changes is very important to us.” And a CFO in this environment has to answer very different questions from analysts around the world. “The an

47、alysts are very interested in the consequences of government action,” he points out.That is the background to the world within which Olivieri, as a CFO, has to operate. The nature of the company is different, too. Quilmes Industrial is, in Olivieris words, “one company with three different partners.

48、” It is in a certain way a family-owned company (the Bemberg family controls the company), its shares are trading on the New York Stock Exchange and Heineken holds a 15% stake.So for Olivieri there are three crucial strands to his role as CFO. First, there is strategy and mergers and acquisition work. “In the last few years th