Financial Career Traps Can Not Be Easily Entered.

Financial personnel like to be sure and accurate, and do not like fuzziness and uncertainty, so they naturally pay more attention to the things that are observable and measurable. Specifically, financial accounting Attention to historical data, history can not be changed and can not be improved, the possibility of improvement can only lie in the unknown future. And success comes from this unknown field. The unknown opportunities and risks dominate the future of every enterprise. The top leaders should have the confidence and insight into the knowledge and skills of the unknown through internal uncertainty. If this is clearly understood, financial personnel should look for opportunities to develop their abilities in the areas of planning and investing in new investment projects.

A financial officer is only a scorer, not a scorer. In nineteenth Century, British scientist Rod Kevin once clearly defined the relationship between measurement and improvement. He said: "we can not improve it without measuring it." Few cases show which enterprise can effectively transform the measurement result into an improved power from beginning to end, and most financial personnel only choose measurement. Measurement does not create value in itself. Only when the improvement occurs, the measured data have practical guiding significance. The senior leaders in finance know this very well, so they not only pay attention to what has happened, but also pay attention to the improvement measures that can be realized.

many accounting personnel We all know the cost of things, but we don't know their value. Historical cost has measurable, definite and small risk measurement attributes, so it becomes the target of financial accounting. Although accountants and analysts are trying to reduce costs, this is not a lottery. Compressing costs is not difficult: just stop any overhead related to production or service delivery. Zero cost means not creating value, not creating value means losing. Customer Without customers, there is no enterprise. On the other hand, if prices are reduced, it will be easier to create value for customers. So the real challenge is to create value at the lowest cost for businesses, customers and other key stakeholders. Companies need to make profits, but they are not just making money.

In the case of disputes within the enterprise, the phrase often heard is "this is not something in our department". If a financial officer merely thinks his job is confined to his department, he falls into another trap. Selfish departmentalism makes people care only about their departments but ignore other departments that constitute the whole enterprise. Excellent financial personnel should step out of the accounting department and adopt the method of empathy to create greater value for enterprises. Only when we know the real needs of other departments and personnel can we make scientific decisions so that we can create value for the whole enterprise. Contrary to the concern itself, senior financial leaders should look beyond the Department to familiarize themselves with others' functions and create good inter departmental cooperation.