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dc.contributor.authorHanson, Byron
dc.date.accessioned2017-01-30T14:10:18Z
dc.date.available2017-01-30T14:10:18Z
dc.date.created2016-05-02T19:30:23Z
dc.date.issued2016
dc.identifier.citationHanson, B. 2016. Leading by the Numbers. MITSloan Management Review. 57 (3).
dc.identifier.urihttp://hdl.handle.net/20.500.11937/37959
dc.description.abstract

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.

dc.publisherMassachusetts Institute of Technology
dc.relation.urihttp://sloanreview.mit.edu/
dc.relation.urihttp://sloanreview.mit.edu/article/leading-by-the-numbers/
dc.titleLeading by the Numbers
dc.typeJournal Article
dcterms.source.volume57
dcterms.source.number3
dcterms.source.issn1532-9194
dcterms.source.titleMITSloan Management Review
curtin.departmentCurtin Graduate School of Business
curtin.accessStatusFulltext not available


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