How to attain the corporate summit as CEO/chairman

What is the most common route to the top for CEOs?

Working in strategy

Getting an MBA

Working in the finance function

Working in the finance function and going through internal promotion processes

What percentage of the FTSE 100 CEOs are qualified accountants?

20 percent

Around 20 percent

50 percent

Around 50 percent

What did the chairman of Danone say about finance and strategy?

That strategy without finance is just dreaming

That they are mutually inclusive

That they are mutually exclusive

That strategy without finance is just numbers

Which of these is not a listed skill requirement for the FD?

Excellent communication skills

Cut-throat approach to promotion

A good knowledge of the business

Reliability and resilience under pressure

Which of these is not a reason why an FD might find it hard to transition to the position of CEO?

They must be adept at encouraging work across disciplines and teams

They must have strong knowledge of more than just the finance function

They must be an excellent motivator and communicator

They must be familiar with the detail of the financial structure of the business

Why might an FD find it particularly hard to become an entrepreneurial and risk-taking CEO?

Because many FDs are by inclination cautious

Because there is nothing entrepreneurial about the finance function and FDs will be out of their depth

Because many FDs are by inclination, and by training, cautious

Because risk-taking cannot be taught

Which of these is not an attribute of a leading chairman?

Drive to hit targets at all costs

Personal authority and presence

Long-term perspective

Integrity

How might a finance professional develop a strategic and commercial mindset?

By building networks across the business

By getting an MBA

By shadowing the CEO

By leading cross-functional projects or international/operational teams

Which of these would not typically be included in a programme of self-development for FDs wanting to become CEOs?

Investing in an MBA or other suitable qualification

Seeking out a colleague who works very differently and asking them to mentor you

Take a sabbatical during which you work elsewhere in the industry to gain a wider set of skills

Encourage diversity and debate and learn from both

What is the purpose of corporate governance?

To ensure regulatory compliance

To ensure the C-Suite fulfils its requirements

To facilitate effective, entrepreneurial and prudent management that can deliver long-term success

To facilitate effective, entrepreneurial and prudent management

How to attain the corporate summit as CEO/chairman

What is the most common route to the top for CEOs?

What percentage of the FTSE 100 CEOs are qualified accountants?

What did the chairman of Danone say about finance and strategy?

Which of these is not a listed skill requirement for the FD?

Which of these is not a reason why an FD might find it hard to transition to the position of CEO?

Why might an FD find it particularly hard to become an entrepreneurial and risk-taking CEO?

Which of these is not an attribute of a leading chairman?

How might a finance professional develop a strategic and commercial mindset?

Which of these would not typically be included in a programme of self-development for FDs wanting to become CEOs?

What is the purpose of corporate governance?

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