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Table of Contents



Introduction







PART ONE In brief







1 The executive precis



Introduction







2 What is it and what do I need to know?



Introduction



Adjustments to cashflow



The clarity of cash



Liquidity



Shareholder value



The efficient market hypothesis



Why accounts don't help in valuation



Profit improvement



Capital allocation



Financial risk







3 Why do it? The risks and rewards



Cashflow



Liquidity



Shareholder value



Profit improvement



Capital allocation







4 Who's doing it and who has done it?



Introduction and examples



What do success and failure look like?



Identifying success







PART TWO In practice



How to assess the critical finance issues







5 How to do it the critical finance issues



Cashflow choices



Liquidity



Shareholder value



Profit improvement



Capital allocation



Financial risk







6 How to measure the critical finance issues



Cashflow



Liquidity



Other indicators



Shareholder value



Profit improvement



Capital allocation



Financial risk







7 How to manage the critical finance issues



Cashflow management



Shareholder value



Profit improvement



Capital allocation



Financial risk







8 How to justify addressing the critical finance issues the business case



Introduction







9 How to talk about the critical finance issues



Involving all employees



Profit improvement through collaboration



The language of capital allocation



Talking about financial risk







PART THREE Intervention







10 Executive intervention



What questions should I ask?



When is my intervention needed?



What are the make or break decisions?



What levers should I pull?



How do we know whether we've succeeded or failed?







PART FOUR In depth







11 Additional resources



Books



Online references



Advisers and consultants



Courses







Index