Anders Liu-Lindberg

How to organize the finance function according to Nicolas Boucher.

The finance function is led by the CFO or Chief Financial Officer.

Two distinct departments report to the CFO.

✅ The Controller
✅ The Head of FP&A

The Controller is in large parts responsible for producing the numbers.

S/he does that through coordinating all accounting operational teams.

The Head of FP&A is in large parts responsible for using the numbers.

S/he does that through managing analytical, planning, and forecasting activities.

Under The Controller we find Accounting and Tax.

Accounting is responsible for closing and consolidating the numbers and staying on top of AR and AP.

Tax is responsible for everything tax both the operational, tactical, and strategic part.

Under the Head of FP&A we find Business Partnering and Business Intelligence.

Business Partnering may in some companies be an activity that everyone in the finance function does whereas other companies have specific teams dedicated to this activity.

Business Partnering is responsible for decision-support and helping business leaders meet or beat their targets.

Business Intelligence is responsible for ensuring that all data both financial and non-financial is ready for use.

The department may also do part of the analysis to free up time of the business partnering teams.

What (if any) would you say is missing from this chart?

And how closely is your finance function aligned with this view on how to organize it?

#finance #accountingandaccountants #tax #careers

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Ten Excel formulas all finance and accounting pro’s should learn.

Brought to you by the Financial Modeling World Cup.

1. SUMIFS

Example of use: sum up sales for a specific employee for a specific product

2. IFERROR

Example of use: change an error in a value in a data set to 0 (or anything else you’d like) for easier data summing

3. XIRR

Example of use: helps you calculate the Internal Rate of Return of an investment

4. XNPV

Example of use: helps you calculate the Net Present Value of an investment

5. PMT

Example of use: calculates the payment of loan assuming constant payments and interest rates

6. SLOPE

Example of use: calculate the Beta of a stock

7. XLOOKUP

Example of use: find any needed value for an employee using their ID number in a table of different employee data

8. INDEX & MATCH

Example of use: whereas XLOOKUP is one-dimensional this formula combination is two-dimensional and gives you even more powerful look up options

9. EOMONTH

Example of use: helps calculate maturity dates or due dates falling on the last day of a month

10. SEQUENCE

Example of use: can generate a sequence of numbers and is helpful when you need to generate a large sequence

Which is your favorite formula and are there other formulas you’d add to the list?

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Finance vs. Accounting. What’s the relationship like?

In many companies, these teams are siloed. Is that smart?

Let’s consider the purpose of each team first…

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ACCOUNTING

Takes a fact-based approach to financial information.

Takes care of historical information and has a backward focus.

Two words that come to mind are quality and compliance.

If the information produced is not of high quality and in compliance with standards the company may be in trouble.

This is due to information being shared externally with investors and the stock exchange potentially.

So you might say the more boring life in Accounting is the better.

It doesn’t mean it’s not interesting as there are many interesting challenges in Accounting.

Here are but a few of them…

✅ Implement new ESG reporting
✅ Work with very senior stakeholders
✅ Implement complicated accounting standards
✅ Work with the latest technology to automate processes
 
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FINANCE
 
Takes an insight-based approach to financial and non-financial information.
 
Looks at improving performance and creates value through capital allocation.
 
The focus is on looking forward to predicting future outcomes and doing scenario planning.
 
Two words that come to mind are insights and value creation.
 
If no new information is shared that can help improve decision-making there’s no value added from Finance.
 
Finance is not just about filling in business case templates.
 
It’s about informing decision-making and taking a stand on what’s the best way to allocate capital.
 
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Finance is not better than Accounting.
 
No, Finance is nothing without Accounting.
 
If they work in silos Accounting cannot produce high-quality financials.
 
And Finance cannot share useful insights because the information is always inaccurate.
 
This is obviously a recipe for disaster both for internal decision-making and for external communication.
 
Only when the two teams work together can company objectives be achieved.
 
How would you describe the relationship between Finance and Accounting?
 
#finance #accountingandaccountants #careers #cfo
 
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𝗡𝗲𝘀𝘁𝗹𝗲'𝘀 𝗖𝗙𝗢 𝗷𝘂𝘀𝘁 𝗱𝗿𝗼𝗽𝗽𝗲𝗱 𝘀𝗼𝗺𝗲 𝗵𝗮𝗿𝗱 𝘁𝗿𝘂𝘁𝗵𝘀 𝗮𝗯𝗼𝘂𝘁 𝗺𝗼𝗱𝗲𝗿𝗻 𝗳𝗶𝗻𝗮𝗻𝗰𝗲:

Anna Manz, managing 2,000 brands across 185 countries and driving CHF 3 billion in cost savings, is leading a complete shift in how finance creates value.

𝗛𝗲𝗿𝗲'𝘀 𝘄𝗵𝗮𝘁 𝘀𝘁𝗿𝘂𝗰𝗸 𝗺𝗲:

1. She's killing the rearview mirror

"𝘞𝘩𝘢𝘵 𝘢𝘳𝘦 𝘵𝘩𝘦 𝘭𝘦𝘢𝘥 𝘪𝘯𝘥𝘪𝘤𝘢𝘵𝘰𝘳𝘴 𝘵𝘩𝘢𝘵 𝘸𝘪𝘭𝘭 𝘵𝘦𝘭𝘭 𝘺𝘰𝘶 𝘵𝘩𝘢𝘵 𝘺𝘰𝘶'𝘭𝘭 𝘦𝘯𝘥 𝘶𝘱 𝘸𝘪𝘵𝘩 𝘵𝘩𝘦 𝘨𝘳𝘰𝘸𝘵𝘩 𝘢𝘯𝘥 𝘮𝘢𝘳𝘨𝘪𝘯 𝘺𝘰𝘶 𝘦𝘹𝘱𝘦𝘤𝘵?"

She's moving finance from reactive to predictive.

From explaining what happened to shaping what will happen.

2. PowerPoints are dead

"𝘞𝘦 𝘭𝘰𝘰𝘬 𝘢𝘵 𝘢 𝘥𝘢𝘵𝘢 𝘥𝘢𝘴𝘩𝘣𝘰𝘢𝘳𝘥, 𝘯𝘰𝘵 𝘗𝘰𝘸𝘦𝘳𝘗𝘰𝘪𝘯𝘵𝘴, 𝘢𝘴 𝘵𝘩𝘰𝘴𝘦 𝘤𝘢𝘯 𝘣𝘦 𝘮𝘢𝘥𝘦 𝘵𝘰 𝘵𝘦𝘭𝘭 𝘺𝘰𝘶 𝘢𝘯𝘺𝘵𝘩𝘪𝘯𝘨 𝘴𝘰𝘮𝘦𝘰𝘯𝘦 𝘸𝘢𝘯𝘵𝘴 𝘵𝘩𝘦𝘮 𝘵𝘰 𝘴𝘢𝘺."

Brutal, yes, but undeniably true.

3. AI isn't coming for your job – it's coming for your busywork

Finance teams will "talk" to the P&L using AI prompts.

No more building reports. Just asking: "What is the biggest issue for investors this quarter?"

4. The 80% rule beats perfection

"𝘐𝘧 𝘺𝘰𝘶 𝘴𝘵𝘢𝘳𝘵 𝘸𝘪𝘵𝘩 𝘵𝘩𝘦 𝘪𝘥𝘦𝘢 𝘵𝘩𝘢𝘵 𝘺𝘰𝘶 𝘯𝘦𝘦𝘥 𝘵𝘰 𝘨𝘦𝘵 𝘢𝘭𝘭 𝘺𝘰𝘶𝘳 𝘥𝘢𝘵𝘢 𝘤𝘭𝘦𝘢𝘯𝘦𝘥 𝘶𝘱 𝘪𝘯 𝘢 𝘴𝘪𝘯𝘨𝘭𝘦 𝘱𝘭𝘢𝘤𝘦, 𝘪𝘵 𝘤𝘢𝘯 𝘧𝘦𝘦𝘭 𝘢 𝘣𝘪𝘵 𝘰𝘷𝘦𝘳𝘸𝘩𝘦𝘭𝘮𝘪𝘯𝘨 𝘢𝘯𝘥 𝘦𝘷𝘦𝘳𝘺𝘣𝘰𝘥𝘺 𝘨𝘪𝘷𝘦𝘴 𝘶𝘱."

Perfect data tomorrow < Good enough data driving decisions today.

𝗠𝘆 𝘁𝗮𝗸𝗲?

Most finance teams are still playing yesterday's game:

• Obsessed with building prettier reports
• Stuck perfecting processes that don't add value
• Explaining variances instead of preventing them

While leaders like Manz are building tomorrow's finance function:

• Predictive KPIs over historical analysis
• AI-powered insights over manual reporting
• Strategic influence over technical perfection

𝗧𝗵𝗲 𝗯𝗿𝘂𝘁𝗮𝗹 𝘁𝗿𝘂𝘁𝗵:

If you're still spending 80% of your time on reporting, you're already obsolete.

The future belongs to finance professionals who:

• Build capabilities, not just endless spreadsheets.
• Influence decisions, not just provide data dumps.
• Spot patterns before they become problems – and act on them.

What's your finance team's split between reporting the past and shaping the future?

----------

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𝗜𝗳 𝘆𝗼𝘂𝗿 𝗯𝘂𝗱𝗴𝗲𝘁 𝗳𝗶𝗹𝗲𝘀 𝗹𝗼𝗼𝗸 𝗹𝗶𝗸𝗲 𝘁𝗵𝗶𝘀 👇
𝗬𝗼𝘂'𝗿𝗲 𝗻𝗼𝘁 𝗮𝗹𝗼𝗻𝗲...

Budget 2026 v1
Budget 2026 v2
Budget 2026 v3
Budget 2026 v3_adj
Budget 2026 v4
Budget 2026 v5 MNG review
Budget 2026 v6 MNG adj
Budget 2026 v6
Budget 2026 v7 new assumptions
Budget 2026 v8
Budget 2026 v9 scenario analysis
Budget 2026 v10 board pack
Budget 2026 v10 board pack_v2
Budget 2026 v10 board pack_v3
Budget 2026 v10 board pack_v4
Budget 2026 v11
Budget 2026 v12 final
Budget 2026 v12 final_v2
Budget 2026 v12 final_v3
Budget 2026 v13 FINAL

And we only just hit November.

𝗛𝗲𝗿𝗲'𝘀 𝘄𝗵𝗮𝘁 𝘀𝘁𝗿𝘂𝗰𝗸 𝗺𝗲:

We've built entire careers around version control gymnastics.

While the business needs one thing: A budget that actually drives decisions.

𝗧𝗵𝗲 𝗯𝗿𝘂𝘁𝗮𝗹 𝘁𝗿𝘂𝘁𝗵 𝗮𝗯𝗼𝘂𝘁 𝗯𝘂𝗱𝗴𝗲𝘁 𝘀𝗲𝗮𝘀𝗼𝗻:

Every "final" version is a lie.
Every "board pack" spawns three more versions.
Every "MNG review" triggers another round of adjustments.

And by the time we hit v13 FINAL (yes, in caps), the assumptions from v1 are already obsolete.

𝗠𝘆 𝗮𝗱𝘃𝗶𝗰𝗲?

Stop perfecting the process.
Start questioning the purpose.

Because while you're creating v14 FINAL_FINAL_USE_THIS_ONE, your competitors are using rolling forecasts and real-time data to make decisions.

The best budget? The one that gets used, not the one with the most versions.

𝗦𝗼 𝗯𝗲 𝗵𝗼𝗻𝗲𝘀𝘁: How many versions are you up to now?

And more importantly, is all this iteration actually improving decision-making, or just creating more Excel files?

P.S. Most teams spend November finalizing January's budget. By the time it's "approved," the world has already changed.

----------

🧑‍💼 I'm a partner at Business Partnering Institute
🆘 Need immediate help in your finance team, call us!
🤝 We help increase the influence of your finance team
🔔 To see more content, hit the bell on my profile
📘 Order our new book now: https://bit.ly/4h2P9AA
🧑‍🎓 Enroll in our LinkedIn course: https://bit.ly/4a5fB9l
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📄 Check out all our templates and cheat sheets here: https://lnkd.in/eC_zuCU4

𝗧𝗵𝗶𝘀 𝗟𝗘𝗚𝗢 𝗶𝗺𝗮𝗴𝗲 𝗷𝘂𝘀𝘁 𝗲𝘅𝗽𝗹𝗮𝗶𝗻𝗲𝗱 𝘄𝗵𝗮𝘁 𝟵𝟬% 𝗼𝗳 𝗳𝗶𝗻𝗮𝗻𝗰𝗲 𝗽𝗿𝗼𝗳𝗲𝘀𝘀𝗶𝗼𝗻𝗮𝗹𝘀 𝗴𝗲𝘁 𝘄𝗿𝗼𝗻𝗴 𝗮𝗯𝗼𝘂𝘁 𝗱𝗮𝘁𝗮.
Look at it. Really look at it.

𝗗𝗔𝗧𝗔: A messy pile of colorful blocks. That's your raw numbers. Your spreadsheets. Your databases.

Most finance teams stop here. "Here's the data," they say, dumping 47 tabs of Excel on the CEO's desk.

𝗦𝗢𝗥𝗧𝗘𝗗: Organized by color. Better, but still just organized chaos.

This is where 80% of analysts think they've added value. "Look, I've categorized everything!"

Wrong.

𝗔𝗥𝗥𝗔𝗡𝗚𝗘𝗗: Now we're building something. Structure emerges.

But even here, it's just pretty bars. No context. No meaning.

𝗣𝗥𝗘𝗦𝗘𝗡𝗧𝗘𝗗 𝗩𝗜𝗦𝗨𝗔𝗟𝗟𝗬: Clean. Clear. Professional.

This is where most finance presentations end. Nice charts. Lovely colors.

And executives still ask: "So what?"

𝗘𝗫𝗣𝗟𝗔𝗜𝗡𝗘𝗗 𝗪𝗜𝗧𝗛 𝗔 𝗦𝗧𝗢𝗥𝗬: A house. With a tree. A complete picture.

THIS is where impact happens.

𝗛𝗲𝗿𝗲'𝘀 𝘁𝗵𝗲 𝗯𝗿𝘂𝘁𝗮𝗹 𝘁𝗿𝘂𝘁𝗵:

Your stakeholders don't want data.
They don't even want insights.
They want to understand what it means for THEM.

𝗧𝗵𝗲 𝗵𝗼𝘂𝘀𝗲 𝘁𝗲𝗹𝗹𝘀 𝗮 𝘀𝘁𝗼𝗿𝘆:

• This is where we live (current state)
• This is how we're protected (risk management)
• This is where we're growing (that tree = opportunities)

𝗧𝗵𝗲 𝟱-𝗦𝘁𝗲𝗽 𝗧𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻:

𝟭. 𝗗𝗮𝘁𝗮 → Start with the mess
𝟮. 𝗦𝗼𝗿𝘁𝗲𝗱 → Organize by relevance
𝟯. 𝗔𝗿𝗿𝗮𝗻𝗴𝗲𝗱 → Build logical structure
𝟰. 𝗩𝗶𝘀𝘂𝗮𝗹𝗶𝘇𝗲𝗱 → Make it digestible
𝟱. 𝗦𝘁𝗼𝗿𝘆 → Connect to their reality

I learned this while presenting to a board member who stopped me mid-presentation:

"Anders, I don't care about your variance analysis. Tell me if we should enter the German market or not."

That's when it clicked.

Numbers without narrative = Noise
Insights without impact = Irrelevant
Charts without context = Colorful confusion

𝗠𝘆 𝗮𝗱𝘃𝗶𝗰𝗲:

Stop building prettier spreadsheets.
Start building better stories.

Because at the end of the day, finance isn't about perfecting the data.

It's about building something meaningful from it.

Something that drives decisions.
Something that creates value.
Something that matters.

What stage does your finance team usually stop at?

More importantly – what's stopping you from building the house?

----------

🧑‍💼 I'm a partner at Business Partnering Institute
🆘 Need immediate help in your finance team, call us!
🤝 We help increase the influence of your finance team
🔔 To see more content, hit the bell on my profile
📘 Order our new book now: https://bit.ly/4h2P9AA
🧑‍🎓 Enroll in our LinkedIn course: https://bit.ly/4a5fB9l
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📄 Check out all our templates and cheat sheets here: https://lnkd.in/eC_zuCU4

I sit across from many CFOs.
Most are great with sublime qualities.
I've found that they fall into three categories.

Most CFOs are brilliant.
Many CFOs are successful.
However, they take different approaches.

I've tried to make sense of it in this graphic 👇.

We talk about "the CFO role" like it's one thing.

But honestly? It's like saying all chiles are the same when some make you cry and others just add flavor.

𝗧𝗵𝗲 𝗔𝗰𝗰𝗼𝘂𝗻𝘁𝗶𝗻𝗴 𝗖𝗙𝗢?

They're the guardians of precision. Risk-averse, compliance-focused, calculator always within reach.

They sleep better knowing every number reconciles perfectly.

Their superpower? Making sure nothing falls through the cracks.

𝗧𝗵𝗲 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗖𝗙𝗢?

Strategic thinkers who translate numbers into narratives.

They're not just counting beans – they're planting them strategically.

Value creation is their love language.

They ask "why?" more than "what?"

𝗧𝗵𝗲 𝗜𝗻𝘃𝗲𝘀𝘁𝗺𝗲𝗻𝘁 𝗖𝗙𝗢?

These are the visionaries playing chess while others play checkers.

Growth-oriented, M&A savvy, always thinking three acquisitions ahead.

They don't just manage capital – they multiply it.

𝘏𝘦𝘳𝘦'𝘴 𝘸𝘩𝘢𝘵 𝘧𝘢𝘴𝘤𝘪𝘯𝘢𝘵𝘦𝘴 𝘮𝘦:

None of them are wrong.
All of them are necessary.
But mixing them up? That's where things get spicy.

I've watched companies hire an Accounting CFO when they needed an Investment CFO for their next growth phase.

Like ordering mild salsa when you're craving habanero – technically correct, but missing the point entirely.

𝘛𝘩𝘦 𝘮𝘢𝘨𝘪𝘤 𝘩𝘢𝘱𝘱𝘦𝘯𝘴 𝘸𝘩𝘦𝘯 𝘺𝘰𝘶 𝘬𝘯𝘰𝘸:

• Which type you are (embrace it!)
• Which type your company needs right now
• How to flex between styles when necessary

Because at the end of the day, the best CFOs?

They're multilingual. They speak accounting AND strategy AND growth.

They know when to be the brake and when to be the accelerator.

What type of CFO does your organization need right now?

Or if you're a CFO – which flavor are you bringing to the table?

Drop your thoughts below. Let's celebrate the beautiful diversity of financial leadership!

----------

🧑‍💼 I'm a partner at Business Partnering Institute
🆘 Need immediate help in your finance team, call us!
🤝 We help increase the influence of your finance team
🔔 To see more content, hit the bell on my profile
📘 Order our new book now: https://bit.ly/4h2P9AA
🧑‍🎓 Enroll in our LinkedIn course: https://bit.ly/4a5fB9l
📻 #FinanceMaster podcast: https://bit.ly/3NLSt73
📺 Follow us on YouTube: https://bit.ly/4bSBut6
📢 Join our WhatsApp channel: https://bit.ly/3WWGOrc
📄 Check out all our templates and cheat sheets here: https://lnkd.in/eC_zuCU4

60% of finance tasks were automated by 2021. Up from 34% in 2018. Today? Probably closer to 75%. What's your %age?

Yet most finance teams still operate like it's 2010.

I revisited our Finance Function 4.0 eBook this week.

Published in 2022, it predicted exactly where we'd be today.

But here's what struck me: most finance functions still haven't made the shift.

𝗧𝗵𝗲 𝗯𝗿𝘂𝘁𝗮𝗹 𝘁𝗿𝘂𝘁𝗵 𝗮𝗯𝗼𝘂𝘁 𝗙𝗶𝗻𝗮𝗻𝗰𝗲 𝗙𝘂𝗻𝗰𝘁𝗶𝗼𝗻 𝟰.𝟬:

It's not about the technology.

It's about what you do with the time it creates.

When automation handles transactional work, finance professionals face a choice:

• Fill time with more reports (what most do)
• Move up the value chain (what winners do)

𝗧𝗵𝗿𝗲𝗲 𝗰𝗮𝗿𝗲𝗲𝗿 𝗽𝗮𝘁𝗵𝘀 𝗲𝗺𝗲𝗿𝗴𝗲:

𝟭. 𝗧𝗲𝗰𝗵𝗻𝗶𝗰𝗮𝗹 𝗔𝗰𝗰𝗼𝘂𝗻𝘁𝗶𝗻𝗴 𝗘𝘅𝗽𝗲𝗿𝘁𝘀
Design processes machines follow. Interpret standards. Ensure compliance.

𝟮. 𝗗𝗮𝘁𝗮 𝗦𝗰𝗶𝗲𝗻𝗰𝗲 & 𝗔𝗻𝗮𝗹𝘆𝘁𝗶𝗰𝘀 𝗣𝗿𝗼𝘀
Ask the right questions. Spot patterns that matter.

𝟯. 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗣𝗮𝗿𝘁𝗻𝗲𝗿𝘀
The path I'm most passionate about. Where finance knowledge meets strategic influence.

𝗛𝗲𝗿𝗲'𝘀 𝘄𝗵𝗮𝘁 𝗺𝗼𝘀𝘁 𝗳𝗶𝗻𝗮𝗻𝗰𝗲 𝗽𝗿𝗼𝗳𝗲𝘀𝘀𝗶𝗼𝗻𝗮𝗹𝘀 𝗴𝗲𝘁 𝘄𝗿𝗼𝗻𝗴:

They think automation threatens their jobs.

Wrong.

It threatens their old job. The one where you spent 80% of your time on manual reconciliation.

𝗧𝗵𝗲 𝗙𝗶𝗻𝗮𝗻𝗰𝗲 𝗙𝘂𝗻𝗰𝘁𝗶𝗼𝗻 𝟰.𝟬 𝗘𝗾𝘂𝗮𝘁𝗶𝗼𝗻:

𝗢𝗹𝗱 𝗪𝗼𝗿𝗹𝗱: Humans doing transactional work = Cost center

𝗡𝗲𝘄 𝗪𝗼𝗿𝗹𝗱: Humans creating insights + Machines handling transactions = Profit driver

The eBook called it perfectly: We need to reposition finance not as a cost center, but as a profit driver.

Three years later, that message is more urgent than ever.

Because while you're reconciling spreadsheets, competitors use their finance teams to spot opportunities and drive decisions.

𝗧𝗵𝗲 𝘀𝗵𝗶𝗳𝘁 𝗶𝘀𝗻'𝘁 𝗰𝗼𝗺𝗽𝗹𝗶𝗰𝗮𝘁𝗲𝗱:

Stop asking "Is this number correct?"
Start asking "What should we do about it?"

Stop perfecting processes.
Start influencing decisions.

Stop being the calculator.
Start being the catalyst.

Finance Function 4.0 isn't coming. It's here.

The only question: Will you embrace it or get left behind reconciling Excel files while AI does the real work?

P.S. What percentage of your week is still transactional work? If it's over 50%, you're already falling behind.

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𝗖𝗮𝘀𝗵 𝗳𝗹𝗼𝘄 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝗶𝘀 𝗹𝗶𝗸𝗲 𝗱𝗿𝗶𝘃𝗶𝗻𝗴 𝗮 𝗰𝗮𝗿 𝘄𝗶𝘁𝗵𝗼𝘂𝘁 𝗮 𝗱𝗮𝘀𝗵𝗯𝗼𝗮𝗿𝗱.
You can't improve what you can't see.

Looking at this cash flow driver framework, I'm reminded of a fundamental truth most CFOs miss.

They obsess over the cash number but ignore the levers that actually move it.

𝗛𝗲𝗿𝗲'𝘀 𝘄𝗵𝗮𝘁 𝘀𝘁𝗿𝘂𝗰𝗸 𝗺𝗲:

Cash flow isn't one metric. It's the output of dozens of interconnected drivers.

Yet 90% of finance teams track cash like it's a single, mysterious force.

They watch the bank balance drop and wonder why.

𝗧𝗵𝗲 𝗯𝗿𝘂𝘁𝗮𝗹 𝘁𝗿𝘂𝘁𝗵 𝗮𝗯𝗼𝘂𝘁 𝗰𝗮𝘀𝗵 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁:

You can't manage cash. You can only manage the drivers.

Three pillars control everything:

• 𝗥𝗲𝘃𝗲𝗻𝘂𝗲 𝗚𝗿𝗼𝘄𝘁𝗵: Not just sales volume. Price optimization. Customer retention. Referral rates.

• 𝗢𝗽𝗲𝗿𝗮𝘁𝗶𝗻𝗴 𝗠𝗮𝗿𝗴𝗶𝗻: Beyond COGS reduction. Automation payback. Return management efficiency.

• 𝗖𝗮𝗽𝗶𝘁𝗮𝗹 𝗘𝗳𝗳𝗶𝗰𝗶𝗲𝗻𝗰𝘆: Inventory turns. PP&E utilization. Even shipping optimization.

Miss the connections between these? You're flying blind.

𝗕𝘂𝘁 𝗵𝗲𝗿𝗲'𝘀 𝘄𝗵𝗮𝘁 𝗲𝘅𝗰𝗶𝘁𝗲𝘀 𝗺𝗲:

The finance teams crushing it don't manage cash flow.

They manage volume per customer.
They optimize price realization.
They track automation ROI.
They measure inventory velocity.

Each driver has an owner. Each owner has a target. Each target drives cash.

𝗠𝘆 𝗮𝗱𝘃𝗶𝗰𝗲?

Map your cash flow drivers today. All of them.

Dissect Capital Efficiency into actionable metrics.
Break down Revenue Growth into its real components.
Decompose Operating Margin beyond the P&L line items.

Then assign each driver to someone who can actually influence it.

Because here's what separates cash-rich companies from cash-poor ones:

They don't hope for better cash flow.
They engineer it through driver management.

𝗦𝗼 𝗯𝗲 𝗵𝗼𝗻𝗲𝘀𝘁: How many of your cash flow drivers can you actually name right now?

More importantly, who owns each one?

P.S. That company bragging about their cash position while ignoring working capital drivers? They're one bad quarter away from a crisis.

----------

🧑‍💼 I'm a partner at Business Partnering Institute
🆘 Need immediate help in your finance team, call us!
🤝 We help increase the influence of your finance team
🔔 To see more content, hit the bell on my profile
📘 Order our new book now: https://bit.ly/4h2P9AA
🧑‍🎓 Enroll in our LinkedIn course: https://bit.ly/4a5fB9l
📻 #FinanceMaster podcast: https://bit.ly/3NLSt73
📺 Follow us on YouTube: https://bit.ly/4bSBut6
📢 Join our WhatsApp channel: https://bit.ly/3WWGOrc
📄 Check out all our templates and cheat sheets here: https://lnkd.in/eC_zuCU4