CHAPTER THREE
THE CFO AS ARCHITECT OF ADAPTIVE MANAGEMENT
If you cannot know what your customers will want or your competitors will offer next year—or even who your customers or competitors will be—you cannot develop an effective plan for achieving targeted levels of sales and profits.
—Stephan Haeckel, Adaptive Enterprise
THE TYPICAL CFO presides over a performance management system that involves plans, targets, and resources that are negotiated, annual, and fixed. These systems were designed for stable trading environments in which suppliers could dictate to the market. But as most of us now know, markets are unstable and customers rule the roost. Just think of the airline industry in recent years. In the first quarter of 2001 the industry ...
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