Summary of chief financial officer

The main function of the chief financial officer is financial supervision, but supervision always lies in management. When exercising supervisory functions over a series of financial activities such as enterprise fund-raising, investment, capital utilization and cost, the chief financial officer must always be closely integrated with many specific financial accounting organizations and management work such as financial planning, cost control, accounting and financial analysis, so the chief financial officer must also have certain management functions. So, this is what I want to bring you about the CFO. Welcome to read and browse.

1, etymology of "CFO"

The word "CFO" is said to have been translated by people in Taiwan Province Province and is a classic concept of compatriots in Taiwan Province Province. Literally, the word "CFO" has three meanings. First, the work scope of the CFO is "finance"; Second, the professional status of the chief financial officer, "total"; Third, the nature of CFO's work, "supervision". In an enterprise, the chief financial officer is the vice president who leads the company's financial work and performs the financial supervision function.

2, the financial director's title

What's the difference between chief accountant, chief financial officer and chief financial officer? If the company defines it as an executive who assists the general manager in charge of financial work, there is no substantial difference between these three titles. If you insist on writing an article to analyze the difference between the three, no one will say that you are wrong. The chief accountant is the name brought by the introduction of the "Three Chief Accountants" system in the Soviet Union. The chief financial officer is a fashionable name translated by European and American enterprises, and the chief financial officer is a foreign name in China.

3. The dual nature of the financial director of the subsidiary.

There are two aspects to the work of the chief financial officer of a subsidiary. First, it is necessary to perform supervisory duties on behalf of the Group. Second, we should stand in the position of the subsidiary and assist the general manager of the subsidiary to achieve the business objectives. These two dimensions determine that the CFO of a subsidiary has the attribute of being led by two levels. The financial directors of many subsidiaries are hard to do because of the injury of dual leadership. If the general manager of the subsidiary goes out of line, the financial director of the subsidiary will be embarrassed.

4. Scenery is accompanied by crisis.

In many companies, the youngest executive is often the chief financial officer, and many people hold this position in their early thirties. The most difficult thing is the vice president in charge of production and the chief engineer in charge of technology. This gives people the illusion that accountants are easy to get ahead. This illusion makes accounting gradually become a prominent school, and the accounting profession has become a shortcut for many people to pursue fame and fortune. In fact, the position of chief financial officer is very replaceable, far less stable than that of vice president of production and chief technical engineer.

5. Why is it difficult for the CFO to find a job?

It is not easy for a CFO to choose a job. The reason is simple: if everything goes well in the enterprise, why pay a high price for a CFO? Only when the enterprise is not operating normally will the boss consider hiring a CFO. The premise is that the existing CFO can't do it or can't do it, and no one is available inside. There is no need to be completely pessimistic. There are indeed bottlenecks in the development of some enterprises. The boss really needs an assistant to manage the finances. Don't miss this opportunity.

6. The CFO needs high EQ.

Some CFO once said that if the relationship between CEO and CFO is not good, the CEO must have embarrassed the CFO, and the CFO failed to let the CEO get what he wanted, because the opposite situation could not happen. This description tells the truth about CFO. "Doing good things in hospital, not doing good things in court", "What can stand is untenable, what can stand is untenable", plain but dialectical language fully describes CFO's embarrassing situation in the workplace. The nature of work determines that CFO should have high emotional intelligence.

7. The chief financial officer is a management cadre.

The chief financial officer is not only a technical cadre, but also a member of the management team and a management cadre. The chief financial officer should not only have the professional standards of finance technology cadres, but also have a good sense of foresight, overall situation, overall vision and high communication level. Financial work is only part of the job. The chief financial officer should have a comprehensive understanding of the company's production, research and development, sales and procurement, and have a unique vision for risk control.

8. The CFO needs to worry about finding a job.

CFO should be extra careful when looking for a job. A good choice is half the battle. First of all, it is necessary to find out why the recruiting unit is looking for the chief financial officer and what purpose it hopes the chief financial officer will achieve; Secondly, it is necessary to understand why the former CFO left his job and see if he will fall into the same trap. New companies should choose carefully, loss-making enterprises should give up decisively, and it is best to stay away from frequent personnel changes. When you put this pile of things aside, there is actually little room for choice.

9. CFO with non-financial background is better.

Many financial directors of large enterprises are not from financial background, and even do better than most financial directors. This abnormal phenomenon tells us that finance is not advanced, and people without financial background can do well in finance. On the one hand, it shows that when the position reaches a certain height, the professional skills will be more and more diluted; On the other hand, people who are not bound by the financial framework will have a better financial feeling. Explain that the essence of management lies in Tao, not in art.

10, rules and compromises

It is said that CFO needs high emotional intelligence and can walk between rules and compromises. CFO is not easy to do, a big reason is that the hidden rules overwhelm the clear rules, and the rights are unwilling to accept constraints. In this case, CFO's high emotional intelligence performance is to give up the principle when cleaning up himself. At this point, what about high emotional intelligence? The real high EQ lies in choosing ahead of time, and can see clearly the situation of a company and the CEO's pattern, instead of enduring humiliation after making the wrong choice.

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