Leading by the Numbers
Finance professionals sometimes have difficulty making the transition to broader leadership roles. There are five critical changes they need to navigate to succeed. A few years ago, the chief financial officer of a large company told me that he estimated that his organization had only about a 30% s...
| Main Author: | |
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| Format: | Journal Article |
| Published: |
Massachusetts Institute of Technology
2016
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| Online Access: | http://sloanreview.mit.edu/ http://hdl.handle.net/20.500.11937/37959 |
| _version_ | 1848755190027517952 |
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| author | Hanson, Byron |
| author_facet | Hanson, Byron |
| author_sort | Hanson, Byron |
| building | Curtin Institutional Repository |
| collection | Online Access |
| description | Finance professionals sometimes have difficulty making the transition to broader leadership roles. There are five critical changes they need to navigate to succeed. A few years ago, the chief financial officer of a large company told me that he estimated that his organization had only about a 30% success rate when promoting finance people to leadership roles in or across business units. The CFO wasn’t happy with that rate; he wanted a better pipeline of executives with a finance background, because the company’s business model and strategic choices required leaders to be well versed in finance. That conversation prompted me to explore — through a combination of interviews, a survey of 35 finance professionals, and a literature review — the question of whether leadership development is different for people from finance backgrounds. In the process, I identified five critical transitions that finance professionals need to navigate when taking on a broader role in an organization. |
| first_indexed | 2025-11-14T08:52:21Z |
| format | Journal Article |
| id | curtin-20.500.11937-37959 |
| institution | Curtin University Malaysia |
| institution_category | Local University |
| last_indexed | 2025-11-14T08:52:21Z |
| publishDate | 2016 |
| publisher | Massachusetts Institute of Technology |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | curtin-20.500.11937-379592017-01-30T14:10:18Z Leading by the Numbers Hanson, Byron Finance professionals sometimes have difficulty making the transition to broader leadership roles. There are five critical changes they need to navigate to succeed. A few years ago, the chief financial officer of a large company told me that he estimated that his organization had only about a 30% success rate when promoting finance people to leadership roles in or across business units. The CFO wasn’t happy with that rate; he wanted a better pipeline of executives with a finance background, because the company’s business model and strategic choices required leaders to be well versed in finance. That conversation prompted me to explore — through a combination of interviews, a survey of 35 finance professionals, and a literature review — the question of whether leadership development is different for people from finance backgrounds. In the process, I identified five critical transitions that finance professionals need to navigate when taking on a broader role in an organization. 2016 Journal Article http://hdl.handle.net/20.500.11937/37959 http://sloanreview.mit.edu/ http://sloanreview.mit.edu/article/leading-by-the-numbers/ Massachusetts Institute of Technology restricted |
| spellingShingle | Hanson, Byron Leading by the Numbers |
| title | Leading by the Numbers |
| title_full | Leading by the Numbers |
| title_fullStr | Leading by the Numbers |
| title_full_unstemmed | Leading by the Numbers |
| title_short | Leading by the Numbers |
| title_sort | leading by the numbers |
| url | http://sloanreview.mit.edu/ http://sloanreview.mit.edu/ http://hdl.handle.net/20.500.11937/37959 |