CFO說

Dufry CFO，Andreas Schneiter

Dufrys Schneiter notes， “If you want to be successful， you need to have a good view on what really are the requirements in the organization， and not only what the requirements are for the team.” For Schneiter， that means being a good listener， among other things. He doesnt see many hard and fast lines between finance and the rest of the enterprise， commenting， “Nowadays within the finance function， its so integrated with the operational part of the business， you really need to be in a position to understand what other people need from you.”

瑞士旅游零售商Dufry CFO Andreas Schneiter 指出，“檢驗一項工作是否成功，需要清楚認識企業的真正需求，而不是團隊的需求。” 對于Schneiter來說，成為一個很好的傾聽者是非常重要的。他認為，財務與其他部門之間沒有絕對分明、固定不變的界限。“今天，財務部門與運營部門的結合是非常緊密的，我們真的需要在自己的位置上了解其他部門的需求。”

UPS CFO，Richard Peretz

As UPSs Peretz sees it， “It is about understanding outside perspectives. Its a culture thats about helping the person grow as a leader. When I became CFO， the big change for me was opening my eyes to how much time I spend on the business side. So I would ask future leaders to have additional assignments in the direct operation of the company.”

UPS 快遞CFO Richard Peretz認為，要成為企業的思想領袖，需要了解外界對企業的看法。“能夠幫助人成為領袖的是文化。在我成為CFO時，最大的變化就是我開始關注自己在公司外部投入了多少時間。所以我希望未來的思想領袖能夠在公司的直接運營方面投入更多。”

Mahindra & Mahindra CFO， VS Parthasarathy

Parthasarathy emphasizes the need for keeping ones eyes open to all the possibilities. “It goes far beyond simply saying this reduces cost， or that increases revenue，” he says. “Your insight and analytics may save cost in one instance， and they may identify new business opportunities coming up in another， or they may signal a danger coming ahead.” All of these help create value， he notes， and the finance professional prepared to pitch in at any moment， on any decision， will be the one who becomes the true value creator.

印度領先汽車制造商馬恒達CFO Parthasarathy強調，CFO不能放過任何可能性。“不能只簡單關注如何降低成本或增加收入，CFO的視角和分析在某些情況下要關注如何降低成本，在其他情況下可能就要識別出新的商業機會，或者能夠預感危機的到來。這些都能夠創造價值，能夠隨時準備全身心投入到任何決策的財務人員才是真正的價值創造者。”