Analysis Of CFO'S Skill Upgrading And Strategy

< p > CFO needs to become the perfect partner of CEO.

On the one hand, when making strategic decisions, CFO should strongly support CEO; on the other hand, it must also manage and control the financial affairs of enterprises.

CFO must fulfill the traditional duties of the "gatekeeper" of the enterprise, and warn in time when the investment strategy, business decision of the enterprise is wrong, or shortsightedness and damage to the long-term interests of shareholders.

The future financial leaders must cooperate with CEO and perform their financial management functions independently. We must handle the balance between them.

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< p > the relationship between finance and the whole management team is becoming more and more important.

The expansion of financial function in the enterprise means that the finance must maintain good relationship with other departments of the enterprise.

A typical example: the purchasing department needs capital, but the financial department must clarify the demand for funds.

Therefore, the financial department should be more involved in supply chain management, contract negotiation with suppliers, and through integration of suppliers to get more discounts.

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< p > future a href= "http://www.91se91.com/news/index_c.asp" > CFO < /a > must also be good at dealing with the media, and be good at dealing with various external relations related to the "face" of enterprises.

In fact, in many cases, CFO is the "face" of corporate brand.

In the past, they had to deal with investors, and their circle of business relations will also expand from previous banks, tax departments, external audits, etc. to customers, suppliers, supply chain partners and so on.

They must learn to use various new media channels.

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< p > only economic sustainability can not guarantee the overall sustainable development of enterprises.

Recently, as announced in the enterprise strategy, as mentioned in the past, enterprises in addition to financial profits, but also take up corporate social responsibility and environmental responsibilities.

This pformation of enterprise consciousness is brought about by the continuous social consciousness and the corresponding public policy incentives.

So sustainability is an important part of enterprise strategy.

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< p > this has a great impact on the company's < a href= "http://www.91se91.com/news/index_c.asp > > decision /a > and the measurement of performance.

This change brings the so-called "three bottom line" report, in addition to the financial profitability of enterprises, it also includes the performance of enterprises in the society and < a href= "http://www.91se91.com/news/index_c.asp" > environment < /a >.

This poses a great challenge to today's CFO.

Many of them doubt whether enterprises can achieve the "three bottom line" requirement in reality.

But it is undeniable that the comprehensive report is paying more and more attention to integrating financial and non-financial information.

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< p > nowadays, corporate social responsibility is becoming more and more important, which brings additional challenges to CFO of enterprises.

Enterprises are making efforts in the direction of comprehensive and reporting, trying to incorporate the performance of enterprises in social and environmental aspects. This requires the design and use of new reporting systems and the use of more intangible non-financial indicators.

The bigger problem is that companies often clash with each other in pursuit of environmental, social and business goals.

Therefore, CFO must carefully assess the balance between these objectives.

So, CFO of enterprises and enterprises sometimes treat corporate social responsibility without saying anything? Especially when the economic situation is grim, business growth and profitability are the top priority.

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< p > this raises questions about how to balance short-term goals and long-term goals.

Future CFO must handle this relationship with great care and be prepared to challenge difficult decisions that do not meet the long-term interests of the enterprise.

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