Riding the two-headed monster.

Getting “back in the saddle”.

Coping with governance and reporting.

Creating value and growth.

Shaping the new agenda.

Straight from the CFO.

2. Reshaping Finance.

Centralization: where to draw the line?

The quest for standardization.

The new fi nancial management model.

Process optimization and reporting.

Streamlining corporate structure.

Lessons from private equity.

Straight from the CFO.

3. Making Change Happen.

Change, in a hurry.

Champions of change.

Transforming the public sector.

Pulling all change levers.

From CFO to COO.

Talent for the future.

Straight from the CFO.

4. Releasing Intangible Value.

Execution not valuation.

The goodwill dilemma.

Value centers.

Managing intellectual property.

Selecting valuation techniques.

Brands: the missing half of the balance sheet!

Treating customers as assets.

Value tiering.

Moving from back offi ce to the front.

Structural and human capital.

Straight from the CFO.

5. Driving Growth and Innovation.

Sustainable advantage.

Decision support takes center stage.

New ways of working.

In-market innovation.

From the outside, in.

Innovation centers: a “win–win”.

Straight from the CFO.

6. Looking Forward, Not Backward.

Expect the unexpected.

Closing the strategy gap in pharmaceuticals.

Optimizing value through integration.

Rolling forecasts.

Monitoring reality.

Connecting the dots through systems.

Straight from the CFO.

7. Innovative Business Partnering.

Finance of the future.

Working in partnership.

Effective investment in brands.

Decision making under uncertainty.

Finance and innovation.

Dynamic performance management.

The finance academy.

Conclusion.

Straight from the CFO.

8. Promoting Global Connectivity.

Building global partnerships.

Integrating shared services by region.

Creating a worldwide center.

Seamless support: near-shore or off-shore?

Connectivity through technology.

Straight from the CFO.

9. Leveraging Risk and Regulation.

The misery of regulation.

Leveraging Sarbanes-Oxley.

Multiple listings, multiple standards.

Implementation overload.

The case for dual accounting.

Enterprise-wide risk management.

The role of Chief Risk Offi cer (CRO).

Straight from the CFO.

10. Becoming a Sustainable Corporation.

Case for corporate responsibility.

Investor perspective.

Ethics and value creation.

A multi-stakeholder approach.

Best practices: corporate reporting.

Triple bottom line.

Reality check.

Becoming the good corporation!

Straight from the CFO.

Index.