As a CFO how do you deal with conflict with other board directors?
How should you behave differently as a NED compared to being an Executive?
The recent global economic downturn has drawn CFOs into more frequent boardroom conversations and not just about forecasts, profitability and risk management but about weighty strategic and operational issues.
As a result, they are emerging with far more influence at (and exposure to) the enterprise level. Has this heightened exposure to operations and strategy, against the backdrop of an altered business world, fundamentally and permanently changed the role of the CFO?
This Criticaleye film, completed in association with IBM, tackles this question.
In this clip, one of the four speakers, Ian Durant, the Chairman of Capital & Counties Properties plc, and Ian Tyler, Chief Executive of Balfour Beatty plc, answers the following question from the delegates: "How should you behave differently as a NED compared to being an Executive?"
Questions
Select from the links below to watch our panel respond to questions posed by the floor
- What do you look for in finance executives as general managers?
- How does the CFOs role change as a company moves from crisis into growth?
- As a CFO, when would you consider moving into a CEO role?
- Are CFOs more attuned to being a NED/Chairman or a CEO?
- Is part of the CFO’s role to show how compliance can add value to the company?
- What is the next for CFOs, in terms of how they continue to add value to an organisation?
- Are we out of the Downturn?
- As a CFO how do you deal with conflict with other board directors?
- How frequently should a CFO and CEO communicate?
- What are your tips for a financial professional aspiring to an executive board position?
- How should you behave differently as a NED compared to being an Executive?
