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Companies expect managers to use financial data to allocate resources and run their departments. But many managers can’t read a balance sheet, wouldn’t recognize a liquidity ratio, and don’t know how to calculate return on investment. Worse, they don’t have any idea where the numbers come from or how reliae they really are.
In Financial Intelligence, Karen Berman and Joe Knight teach the basics of finance—but with a twist. Financial reporting, they argue, is as much art as science. Since nobody can quantify everything, accountants always rely on estimates, assumptions, and judgment calls. Savvy managers need to know how those sources of possie bias can affect the financials—and they need to know that sometimes the numbers can be challenged.
While providing the foundation for a deep understanding of the financial side of business, the book also arms managers with practical strategies for improving their companies’ performance—strategies such as “managing the balance sheet” that are well understood by financial professionals but rarely shared with their nonfinancial colleagues.
Accessie, jargon-free, and filled with entertaining stories of real companies, Financial Intelligence will help nonfinancial managers be smarter and more confident in their everyday work.
PART ONE THE ART OF FINANCE (AND WHY IT MATTERS)
1. You Can't Always Trust the Numbers
2. Spotting Assumptions, Estimates, and Biases
3. Why Increase Your Financial Intelligence?
Part One Toolbox
PART TWO THE (MANY) PECULIARITIES OF THE INCOME STATEMENT
4. Profit Is an Estimate
5. Cracking the Code of the Income Statement
6. Revenue: The Issue Is Recognition
7. Costs and Expenses: No Hard-and-Fast Rules
8. The Many Forms of Profit
Part Two Toolbox
PART THREE THE BALANCE SHEET REVEALS THE MOST
9. Understanding Balance Sheet Basics
10. Assets: More Estimates and Assumptions (Except for Cash)
11. On the Other Side: Liabilities and Equity
12. Why the Balance Sheet Balances
13. The Income Statement Affects the Balance Sheet
Part Three Toolbox
PART FOUR CASH IS KING
14. Cash Is a Reality Check
15. Profit =Cash (AndYou Need Both)
16. The Language of Cash Flow
17. How Cash Connects with Everything Else
18. Why Cash Matters
Part Four Toolbox
PART FIVE RATIOS: LEARNING WHAT THE NUMBERS ARE REALLY TELLING YOU
19. The Power of Ratios
20. Profitability Ratios: The Higher the Better (Mostly)
21. Leverage Ratios: The Balancing Act
22. Liquidity Ratios: Can We Pay Our Bills?
23. Efficiency Ratios: Making the Most of Your Assets
Part Five Toolbox
PART SIX HOW TO CALCULATE (AND REALLY UNDERSTAND) RETURN ON INVESTMENT
24. The Building Blocks of ROI
25. Figuring ROI: The Nitty-Gritty
Part Six Toolbox
PART SEVEN APPLIED FINANCIAL INTELLIGENCE: WORKING CAPITAL MANAGEMENT
26. The Magic of Managing the Balance Sheet
27. Your Balance Sheet Levers
28. Homing In on Cash Conversion
Part Seven Toolbox
PART EIGHT CREATING A FINANCIALLY INTELLIGENT DEPARTMENT (AND ORGANIZATION)
29. Financial Literacy and Corporate Performance
30. Financial Literacy Strategies
31. Financial Transparency: Our Ultimate Goal
Part Eight Toolbox
Appendix: Sample Financials
Notes
Acknowledgments
Index
About the Authors