2005 was a tumultuous year for FDs, but those who survive will emerge stronger than ever
There are times when what looks like a stupendous strategic coup is actually something altogether simpler. In fact, the best of strategies are often the result of a combination of events and accidents along the way.
Take the last few years in the world of the financial director, in particular the past 12 months or so. It has been a time for which the journalist’s cliché of ‘roller-coaster’ could have been coined. At its outset, financial directors were on the back foot. They had only just surfaced from underneath a coating of public opprobrium post-Enron et al. They were being hit by the prospect of implementing international financial reporting standards, at the same time as the egregious nonsense of Sarbanes-Oxley.
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