Part IV: Progress You Need to Make within the Next Six Months
by David Parmenter
The Financial Controller and CFO's Toolkit, 3rd Edition
- Title Page
- Copyright
- About the Author
- Testimonials
- Introduction
- Acknowledgments
- Part I: Change—Why the Need and How to Lead
- Part II: To Be Completed Before the Next Month-End
- Part III: Technologies to Adopt
- Chapter 4: Future-Ready Technologies
- Ban Spreadsheets from Core Finance Routines
- Seven Technologies to Understand and Evaluate
- Planning and Forecasting Tools
- Upgrade Accounts Payable Systems
- Using a Reporting Tool
- Turbo Your G/L with a Friendly Front End
- Consolidation and Intercompany Software
- Collaborative Disclosure Management
- Paperless Board Meeting
- Maximize the Use of the Existing G/L
- Avoiding the Hard Sell to Upgrade Your G/L
- Implementing a New System
- PDF Download
- Notes
- Chapter 4: Future-Ready Technologies
- Part IV: Progress You Need to Make within the Next Six Months
- Chapter 5: Reduce Accounts Payable Volumes by 60 Percent
- Removal of All Charles Dickens Processes
- Move to a Paperless Accounts Payable Function
- Get Your Electronic Ordering System to Work
- Get a Purchasing Card System Implemented as Soon as Possible
- How the Purchase Card Works at Month-End
- The Better Practices with Purchase Cards
- Cut Off Accounts Payable on the Last Working Day
- Mount the Last Signed Check on the CEO's Wall
- Perform Frequent Direct Credit Payment Runs
- Improve Budget Holders' Cooperation
- Speed Up Budget Holders' Correction of Omissions
- A Welcome Letter to All New Budget Holders
- Introduce “Shame and Name” Lists
- Reward Good Budget Holder Behavior
- Have a Closer Relationship with Your Main Suppliers
- Self-Generated Invoices (Buyer-Created Invoices)
- PDF Download
- Note
- Chapter 6: Month-End Reporting Refinements
- Chapter 7: Lean Reporting—Informatively and Error Free
- Chapter 8: Lean Board Reporting
- Selling Change to the Board
- Scoping of the Information Requests
- Avoiding Rewrites of Board Reports
- Paperless Board Meeting
- Introduce a Change to the Board Meeting Scheduling
- Mistakes to Avoid with the Finance Report in the Board Papers
- Continually Purging the Board Papers
- Moving to Governance Information
- A3 (Fanfold) One-Page Board Dashboard
- PDF Download
- Chapter 9: A Lean Annual Planning Process—Ten Working Days or Less!
- Chapter 10: Lean and Smarter Work Methods
- Chapter 11: Effective Leadership, Growing and Retaining Talent
- Chapter 12: Quick Annual Reporting: Within 15 Working Days Post Year-End
- Chapter 13: Managing Your Accounts Receivable
- Chapter 14: Attracting and Recruiting Talent
- Chapter 15: Lean Accounting
- Chapter 5: Reduce Accounts Payable Volumes by 60 Percent
- Part V: How Finance Teams can Help their Organizations get Future Ready
- Chapter 16: Implementing Quarterly Rolling Forecasting and Planning
- Selling and Leading the Change
- Annual Planning Is a Questionable Activity
- Myths around Annual Planning
- Quarterly Rolling Forecasting and Planning
- The Foundation Stones of a Rolling Forecasting and Planning Process
- Efficient Forecasting and Planning Processes
- Implementing a Quarterly Rolling Forecasting and Planning Process
- PDF Download
- Notes
- Chapter 17: Finding Your Organization's Operational Critical Success Factors
- Chapter 18: Getting Your KPIs to Work
- Chapter 19: Reporting Performance Measures
- Chapter 16: Implementing Quarterly Rolling Forecasting and Planning
- Part VI: Areas where Costly Mistakes can be Made
- Appendix A: Useful Letters and Memos
- Appendix B: Rules for a Bulletproof Presentation
- Appendix C: Satisfaction Survey for a Finance Team
- Index
- End User License Agreement
-
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