Cover image for Partnering for performance : unleashing the power of finance in the 21st-century organization
Partnering for performance : unleashing the power of finance in the 21st-century organization
Mand, Martin G.
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Publication Information:
New York : AMACOM, [2000]

Physical Description:
xviii, 220 pages : illustrations ; 24 cm
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HG4026 .M354 2000 Adult Non-Fiction Central Closed Stacks

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This work should help finance executives completely redefine their roles, turning finance into an integral part of the organization's growth strategy and a partner in its business plan.

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Mand and Whipple, who both have extensive professional finance experience, argue that the traditional role of members of an organization's finance department as number crunchers needs to give way to the acceptance of financial professionals as vital members of an organization's management team. Based on the collective insights of the two authors and with more than 60 real-world examples, the succinctly written chapters embrace a culture in which the chief financial officer (CFO) and the finance department are key components of a company's "partnership for performance" strategic planning. The chapters, presented in the format of a conversation between a fictitious company's CEO and CFO, address a range of issues suggested by the following chapter titles: "Today's Business and Financial World," "Seeking Shareholder Value," "The Power of Better Financial Planning," "The Finance of Today and Tomorrow," "The New Business-Finance Partnership," "Implementing Partnering for Performance," and "Evaluating Partnering for Performance Implementation." This presentation style enables a reader to select the salient issues, review an excellent chapter summary, find examples, or read the entire presentation. Six useful appendixes conclude the book. Upper-division undergraduate through professional collections. S. R. Kahn; University of Cincinnati

Table of Contents

Prefacep. ix
Tips for Readersp. xiii
Acknowledgmentsp. xv
Introductionp. xvii
Chapter 1 Today's Business and Financial Worldp. 1
Triumph of capitalism
social constraints
new technologies
financial markets
government role
competition for available funds
CEO and CFO relationship
Chapter 2 Seeking Shareholder Valuep. 25
Cost of capital
takeovers and defenses
business and financial strategies
evaluation of proposed investments
funding for nonbusiness organizations
Chapter 3 The Power of Better Financial Thinkingp. 49
Product profitability example
performance measurement
restructuring techniques, e.g., spinoffs, leveraged recapitalizations
Porter and Drucker on financial thinking and Finance role
Chapter 4 The Finance of Today and Tomorrowp. 73
Overview of Finance activities (very diverse)
many value-adding opportunities
budget process
financial reporting
risk and probability assessments
competitive and customer value chain analyses
Finance participation in business decision making
Chapter 5 The Finance-Avoidance Culturep. 97
History of negative perceptions of Finance (past and often present)
behaviors of Finance people
reluctance of businesspeople to include Finance in business matters
improvements more apparent to Finance than to businesspeople
titles and labels
Chapter 6 The New Business-Finance Partnershipp. 111
Finance needs to assume Shareholder Value Enabler (SVE) role
Partnering for Performance (PFP) proposal
rejection of old Finance and Finance-avoidance cultures
elimination of divisive distinctions such as operating versus staff or profit center versus cost center
Handy donut
eight positive beliefs and values regarding partnering behaviors
Chapter 7 Implementing Partnering for Performancep. 135
Exploring new areas of knowledge
earnings vs. cash performance measures scorecard
open-book management
activity-based management
decision and risk analysis
e-commerce opportunities
compensation and other incentives for value-adding activity
Chapter 8 The Responsibilities of Partnering for Performancep. 159
SVE's new partnership responsibility with continuing accountability for financial matters
new thinking about traditional checks and balances
the new company and virtual organizations
decision-making techniques in a partnering relationship
placing SVE managers on business teams
Chapter 9 Evaluating Partnering for Performance Implementationp. 177
Communicating the PFP and SVE initiative to the organization
diagnostic tools regarding implementation
Chapter 10 The Ten Commandments of Partnering for Performancep. 193
Epiloguep. 195
Appendix A Cost of Capitalp. 197
Appendix B Discounted Cash Flow Measuresp. 201
Appendix C CFO and SVE Partnersp. 205
Appendix D Scorecard Candidatesp. 207
Appendix E Optionsp. 211
Indexp. 215