Clydesdale Bank CFO，Ian Smith

Going into the crisis， banks didnt really think clearly and holistically about their balance sheets. “I remember any number of conversations with clients when I was on the Deloitte side or when I was in HBOS. The focus was all about the P&L. It was all about how you drive profits，” he explains. “Banking fundamentally starts with the balance sheet. It starts with where do you collect your liabilities and then how do you lend the funds that you have raised. And a sensible capital structure to support you if things go wrong， basically fund that growth. People lost sight of that.”

在經(jīng)歷過金融危機后，蘇格蘭克萊茲代爾銀行（Clydesdale Bank）CFO Ian Smith發(fā)現(xiàn)，一旦危機爆發(fā)，銀行很難對自己的資產(chǎn)負債表有清晰、全面的認識?！拔抑两袢杂浀迷诘虑诨蚬怂固K格蘭銀行時，每一次與客戶談話的焦點都是損益表以及如何提高利潤?！?Ian Smith解釋道，“從本質(zhì)上講，資產(chǎn)負債表是銀行業(yè)的根本。要先看銀行的負債來源，然后看資金貸款去向，以及一旦出現(xiàn)問題，是否具有合理的資本結(jié)構(gòu)作為支撐?！?/p>

BMW Group UK Limited CFO，Talita Ferreira

A key moment in her career came with her promotion to CFO of BMW Financial Services. she says. “And what weve seen with flexible working is that the sick rate has really reduced. I think were naive as a corporation if we think that people are present on a seat for 12 hours and being effective.” And by adopting such a flexible stance， Ferreira says BMW has improved absentee rates， saved on recruitment costs and helped encourage “a more engaged， happier workforce that offers more tangible and creative results with more discretionary effort”， which all benefit the bottom line.

晉升為寶馬汽車金融服務(wù)公司CFO是Talita Ferreira職業(yè)生涯中的一個關(guān)鍵時刻。談到彈性工作制時，她指出，“通過實施彈性工作制，我們發(fā)現(xiàn)員工的生病率確實有所降低。如果你認為讓員工在工位上坐12個小時又能保持較高的工作效率，那就太天真了?！蓖ㄟ^采用靈活的工作制，寶馬公司提高了缺勤率，節(jié)約了招聘成本，并使員工工作更投入、更快樂，能夠自由支配更多的精力，取得更多實實在在的和創(chuàng)造性的結(jié)果。

HSB Engineering Insurance FD，Anya OReilly

A big project OReilly has been involved with is improving communications between the finance function and the wider business by building upon the teams existing tendency to have different members liaise with different departments. This has been formalised by assigning a business partner across the companys divisions， OReilly works with each team member on their individual area of the business. “Its given everyone in my team an objective of getting to know the business more， getting out there and building up that relationship，” she says. “So its customer service from the finance team， our customers being the internal business as well as the end users.”

英國工程保險和檢驗服務(wù)公司HSB財務(wù)總監(jiān)OReilly曾參與過的一項巨大工程是，改善財務(wù)部門與更廣泛的業(yè)務(wù)之間的溝通，方法是在現(xiàn)有團隊的基礎(chǔ)之上，使團隊各成員分別與不同的部門進行聯(lián)系，O ' Reilly與每位團隊成員就各自領(lǐng)域進行溝通。“這讓我們團隊的每一位成員都有一個目標(biāo)，要更好地了解公司的業(yè)務(wù)，要走出去與其他部門建立聯(lián)系。也就是說財務(wù)團隊要提供客戶服務(wù)，我們的客戶就是內(nèi)部業(yè)務(wù)部門以及最終用戶?！?