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The Role of the Finance Director

The Role of the Finance Director

3rd Edition

Terry Carroll

Apr 2002, Paperback, 272 pages
ISBN13: 9780273656555
ISBN10: 0273656554
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Now available in a fully revised third edition, updated to reflect the shifting nature of this pivotal role, this best-selling briefing is essential reading for all finance directors. As the business environment changes, so must the role of the finance director. No more just the keeper of the accounts, you are now often the guardian of the company’s commercial strategy and an integral part of the planning process. The finance director of the future should be a team player, able to make informed financial decisions which take into account the customer, the strategy, the risks, the people, processes and systems necessary to effect them.

This briefing gives you a clear picture of the latest trends and thinking in the field, drawing on research conducted with finance directors, managing directors, chief executives and chairmen in both the private and public sector, and provides you with stimulating ideas about the shape of things to come.

New to this edition:

The coverage has been updated to reflect the changing focus of this role. Additional chapters cover the role of the FD as:

  • Strategist
  • Venture Capitalist
  • Commerce Manager
  • Risk Manager
Contents include:
  • The role and functions of the finance director
  • The FD in different environments

The FD as :

  • Director and strategist
  • General manager
  • Planning manager
  • Venture capitalist
  • Relationship manager
  • Financial manager
  • Treasury manager
  • Auditor: corporate governance
  • Corporate finance manager
  • e-Commerce manager
  • Risk manager
  • Resources manager
  • Information manager
  • Quality manager


Chapter 1. The role and functions of the finance director

    • The changing role
    • Creating efficient, effective financial systems
    • Developing financial strategy
    • Balancing old and new skills
    • The evolving role, global markets and e-business
    • Key aspects of the role
    Chapter 2. The FD in different environments
    • Global variation in the FD’s role
    • Different industries and sectors
    • The non-profit organisation
    • Managing Finance in the Non-Profit Organisation
    • Change and financial challenges for the future
    Chapter 3. The FD as director and strategist
    • An executive director
    • ‘Sacking’ the Chief Executive
    • Succeeding the CEO
    • The Legal Position of the FD as a Director
    • Strategic planning and direction
    • Executive Directors and numeracy
    Chapter 4. The FD as strategist
    • Valuing the business
    • The critical importance of value creation
    • Unbundling and rebundling the value chain
    • Business models versus strategy
    • Business consolidation
    • Business simplification
    • Value sharing networks
    • The virtual organisation
    • Intellectual Property
    Chapter 5. The FD as general manager
    • Leadership
    • Culture
    • Information management
    • People management
    • Communication
    • Commercial
    Chapter 6. The FD as planning manager
    • Performance review
    • Financial strategy, planning and reporting
    • Forecasting and modelling
    • Benchmarking
    Chapter 7. The FD as relationship manager
    • Shareholders or stakeholders?
    • The critical role of investor and ‘stakeholder’ communications
    • No surprises’ – managing expectations
    • Media and communication
    • Evolution of the annual report
    • Suppliers
    • Government and regulation
    • The public
    • Employees
    Chapter 8. The FD as financial manager
    • Not just an accountant
    • No longer the controller, now the facilitator
    • Performance measurement
    • Value added or value earned
    • Setting goals for and measuring value creation
    • Profit and costs
    Chapter 9. The FD as treasury manager
    • The role of treasury
    • Controlling the ‘burn rate’ of cash
    • Planning for cash availability
    • Making derivatives work for you
    • Foreign exchange and commodities
    Chapter 10. The FD as auditor: corporate governance
    • The role of the audit committee
    • The historical perspective of governance
    • Risk assurance
    • The role of audit
    • Internal control
    • Risk and control self-assessment
    • Auditors
    • Fraud
    Chapter 11. The FD as corporate finance manager
    • The FD as venture capitalist
    • Seeing the business from an outside perspective
    • Acting as proxy for investors and stakeholders
    • Assuming business as usual
    • Investment appraisal
    • Mergers and acquisitions
    • Corporate finance and funding sources
    Chapter 12. The FD as ecommerce manager
    • Keeping up with the new economy
    • The strategic perspective of ebusiness
    • Integrating the internet with traditional business
    • B2B and e-procurement
    • Going it alone or shared arrangements?
    Chapter 13. The FD as risk manager
    • A new look at risk
    • Strategic evaluation of risk
    • Optimising risk and reward
    • The quantification of risk
    • Risk related returns
    • The cost of risk
    • Integrating a risk aware culture
    • People – the ultimate risk factor
    Chapter 14. The FD as resources manager
    • People, processes, systems
    • The FD as Change manager
    • The FD as leader
    • New skills, flexibility and adaptability
    • The importance of talent
    • Stress and the impermanence of work
    • Coaching, motivation, mentoring, empowerment
    • Tax
    • Resources and process management
    • Facilities management and outsourcing
    • Environment
    • The impermanence of pensions
    Chapter 15. The FD as information manager
    • Information strategy and the board
    • Global virtual operation
    • Changing ways of working
    • Service unbundling
    • Implementation of information systems
    • The internet
    • Financial information systems
    Chapter 16. The FD as quality manager
    • TQM is dead, long live TQM
    • Targets and quality costs
    • Engineering the processes and quality standards
    • Benchmarking
    • Quality and the finance department
    Chapter 17. The FD as a professional
    • Experience and qualifications
    • Ethics
    Chapter 18. The shape of things to come
    • A vision for Finance
    • The FD as knowledge manager
    • Planning your career
    • What the FD won’t be
    • What the FD will be
    APPENDIX Survey Results