{"id":1306,"date":"2008-06-05t00:05:38","date_gmt":"2008-06-05t05:05:38","guid":{"rendered":"https:\/\/48e130086c.nxcli.net\/?p=1306"},"modified":"2016-04-21t14:55:57","modified_gmt":"2016-04-21t18:55:57","slug":"six-lessons-for-the-first-100-days","status":"publish","type":"post","link":"\/\/www.g005e.com\/2008\/06\/05\/six-lessons-for-the-first-100-days\/","title":{"rendered":"six lessons for the first 100 days"},"content":{"rendered":"

\"istock_000005531119xsmall.jpg\"new finance execs must move swiftly to learn the ropes, set the pace. <\/strong><\/p>\n

by rick telberg<\/em><\/p>\n

finance executives are increasingly finding themselves in the middle of corporate decision making and responsibility. for newly appointed cfos and finance managers, success is no small feat-the first 100 days are critical.<\/p>\n

with the pressure on, new finance managers want to make their mark early, and, according to the mckinsey quarterly<\/em> survey by global management consulting firm mckinsey & company, there are some activities that should make nearly every finance executive’s short list of priorities.<\/p>\n

one of the most critical activities during an executive’s first 100 days is the gaining of and understanding of what drives his or her company’s business, whether it be how a company makes money or its returns on invested capital. at the same time, a cfo must also consider potential ways to improve such drivers. read more →<\/a><\/p>\n