Abstract
The role of Chief Financial Officers (CFOs) has evolved significantly in recent years. They are no longer restricting themselves to managing funding availability, capital structure and financial market risk. CFOs are increasingly involving themselves in all areas of company management including strategy selection and operation. While industrial companies have traditionally shown great reluctance to appoint CFOs as CEOs, this appears to have become a more regular occurrence in recent years. These developments are certainly reflective of increased capital market pressures to deliver satisfactory performance to shareholders and the fact that competition increasingly involves the liability side of the balance sheet as well.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Similar content being viewed by others
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2011 Springer-Verlag Berlin Heidelberg
About this chapter
Cite this chapter
Fabich, M., Firnkorn, L., Hommel, U., Schellenberg, E. (2011). The Strategic CFO: New Responsibilities and Increasing Job Complexity. In: Hommel, U., Fabich, M., Schellenberg, E., Firnkorn, L. (eds) The Strategic CFO. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-04349-9_1
Download citation
DOI: https://doi.org/10.1007/978-3-642-04349-9_1
Published:
Publisher Name: Springer, Berlin, Heidelberg
Print ISBN: 978-3-642-04348-2
Online ISBN: 978-3-642-04349-9
eBook Packages: Business and EconomicsEconomics and Finance (R0)