The CFO’s Guide to Assessing Financial Viability

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Introduction

Money makes the world go ‘round, but can you tell your organization’s “money story”—how it generates revenue and profits, maximizes cash flow and steers clear of trouble? Not the practiced version that is supplied to the company’s investors, but the actual per unit economics, the metrics indicating the financial viability of the organization, what is working well and what needs to be improved, and when to hit the brakes or pound the accelerator?

To be able to tell this money story, the CEO and CFO must have access to transparent, real-time performance data to analyze and compare to strategic plans. Business leaders must be able to take the pulse of KPIs and other measurements to accurately and confidently describe how much money the company is making today (or losing) and likely to generate tomorrow. Such descriptions also need to be both comprehensive and specific—the full, deep-dive money story and the particular parts within this narrative like a product, market or geography.