Yesterday's finance executive focused almost exclusively on control issues and capital raising; today, the CFO is expected to be a strategic business partner with operating units and the closest confidant to the CEO. With responsibility for managing top- and bottom-line growth, ensuring that technology is evaluated and deployed productively, and communicating financial performance and strategy to external stakeholders as well as shareholders, the CFO's job has changed more than that of any other corporate executive.
Our mission at CFO magazine is to help our 400,000 readers cope with this transformation. Our task, as we see it, is to provide our readers with 1) solid reporting on the news and trends that most directly affect them; 2) analyses of the accomplishments of finance executives facing complex problems; 3) original research into what their peers as a group think about critical economic issues; and 4) exposure to innovative thinkers who will challenge their assumptions. Our content ranges well beyond traditional accounting and financial management, and addresses our readers' interest in their careers as well as their concerns as managers. In reporting a story, we ask not just "What happened?" but "What can you learn from this?" We cover their core concerns thoroughly, but also urge them to "think differently."
Our design is intended to be as reader-friendly as possible without compromising the underlying seriousness of the stories. Extensive use of charts, graphs, tables, and callouts helps telegraph the main points. We rely heavily on original illustration and photography to enliven the pages, and to underscore the message that today's finance executives are a far cry from yesterday's bean counters.
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