The CFO as Business Integrator

A cynic might be tempted to sneer at a book published by a major Enterprise Resource Planning (ERP) software vendor - specifically, SAP - urging CFOs to make better use of ERP. This software is intended to tie all business functions together in a commonly accessible bundle. Having overspent on this and other information technologies, many executives question its value. Indeed, a recent Harvard Business Review article carried in its title the blunt, provocative suggestion that, "IT Doesn't Matter." Well, these authors believe it matters, because the IT processes and systems that the CFO supports directly affect the bottom line. The book offers valuable case histories, specific technological and managerial counsel, informative charts and candid input from executives. It covers the CFO's perspective on integrating information technology processes into a company's services, supply chains, culture and analytics. Each chapter ends with a useful "CFO Checklist." The cases are promotional and very tech-friendly, so read between the lines. This book is, after all, a marketing initiative. Still, we find the text specific, knowledgeable and worth reading.

As the third volume in a series of "CFO" publications," The CFO as Business Integrator" benefits from the author's experience gaining in writing previous books. It is well balanced, and provides an excellent overview of all aspects of business process integration. The book is centrally focused on the new role of the CFO as decision maker and integrator."CFO as Business Integrator" was written by a team of SAP who provide SAP's vision for Finance and Controlling. Topics addressed include: Shared Services, Intangibles, Corporate Governance, Financial Supply Chain, Integration of Planning and Portal access.The book offers a number of case studies, enabling readers to gain insight from real-world examples. Customer studies are offered by Manfred Gentz, CFO DaimlerChrysler, Jim Daley, CFO EDS or Wolfgang Reichenberger, CFO Nestlé.Overall the Book is a good, easy read for CFO's and provides solid information that can be used to implement stronger, more efficient business process across the entire organization, changing the role of the CFO from that of a number cruncher and gatekeeper to a consultant and profit driver.

Following "CFO: Architect" and "eCFO", at last a work of real substance, and minimal PwC consulting-ese (only to be replaced with SAP-centrism, an understandable weakness, as SAP sponsored the book). Each chapter is written by a businessperson with considerable depth in his particular area - from a business perspective - which distinguishes this volume from previous books in the series, which - to put it just slightly unkindly - were written by consultants who couldn't consult their way out of a paper bag.Shortcomings aside, this volume is obligatory reading for every CFO and financial manager who who wants to navigate his company by looking forward versus by looking at the rear-view mirror.