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在当前的语义环境下,“首席财务官(CFO)”作为对财务领袖的一种称呼,已经不能恰如其分地反映这一职位的定位与职能了。在企业的实际经营中,越来越多的CFO开始发现,仅仅具有较强的财务能力是远远不够的,跨专业甚至跨职业的要求越来越复杂及广泛。一名现代意义上的CFO,在通过财务资源的合理分配为企业提供稳定、高效的财务环境的同时,还需要具备从更为全局化的角度来参与企业战略决策、价值创造的能力。通常意义上,我们把这种能力归结为“CFO领导力”。
In the current semantic environment, “CFO” as a name for financial leaders can no longer adequately reflect the position and function of this position. In the actual operation of the enterprise, more and more CFOs begin to find that merely having strong financial capability is not enough. The requirements of cross-professional or even cross-occupational are becoming more and more complex and extensive. A modern CFO, while providing a stable and efficient financial environment for enterprises through the rational allocation of financial resources, also needs the ability to participate in strategic decision-making and value creation of enterprises from a more overall perspective. In the usual sense, we attribute this ability to “CFO Leadership.”