Providing capital flexibility that allows a company to grow organically and invest opportunistically during downturns without putting the bottom line at risk is one of a CFO’s most important jobs.
Growing in a slow-growth economy requires leaders who understand, and proactively plan for, changing market and economic conditions.
Being transparent about evaluation criteria and decision-making shows people how to clear those hurdles the next time and helps level the playing field. You don’t want those who have lost to always lose or those who win to always win.
That doesn’t mean always saying “yes,” but rather understanding the strategies of the different businesses and understanding that executing them is going to cost money.
Frank Friedman | March 14, 2013 | CFO.com | US
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