{"id":8086,"date":"2022-10-30T17:53:15","date_gmt":"2022-10-30T17:53:15","guid":{"rendered":"https:\/\/sharecontrol.io\/uncategorized\/the-first-100-days-as-a-new-cfo-the-road-to-success\/"},"modified":"2024-08-06T09:26:57","modified_gmt":"2024-08-06T09:26:57","slug":"the-first-100-days-as-a-new-cfo-the-road-to-success","status":"publish","type":"post","link":"https:\/\/sharecontrol.io\/en\/board-work\/the-first-100-days-as-a-new-cfo-the-road-to-success\/","title":{"rendered":"The first 100 days as a new CFO \u2013 the road to success"},"content":{"rendered":"\n

As a new chief financial officer (CFO), you will most often not spend your time where it is most needed, according to a McKinsey survey of CFOs. Finance managers express that most of the first hundred days they spent on budgeting, management reporting and financial reporting. In contrast, they believe that the most crucial activities during that time are understanding the drivers of the business, providing input to corporate strategy and building the finance team. <\/p>\n\n

When you start as a new CFO, it is important to substantiate the expectations of your stakeholders during the first 6-12 months on the job. Your most important stakeholders are most likely the CEO, the board and the investors. You will also have your own goals and milestones to achieve – and it is important that you understand everyone’s focus and meet them in order to support them. By gaining a thorough understanding of the goals of each stakeholder, you will be better able to identify similarities, potential conflicts, and help resolve a unified strategy. <\/p>\n

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Building good relationships is more important than delivering value in the first 90 days.<\/p>\n– Boston Consulting Group<\/a><\/cite><\/blockquote>\n\n<\/div><\/div>

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Artikkelens innhold<\/h2>\n