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Financial Intelligence: A Manager's Guide to Knowing What the Numbers Really Mea | ![]() |
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Financial Intelligence: A Manager's Guide to Knowing What the Numbers Really Mea | ![]() |
CFO.com
"It's like The Elements of Style of finance."
"the best, clearest guides to the numbers that I know of." - Inc. Magazine
Karen Berman and Joe Knight are the owners of the Los Angeles–based Business Literacy Institute and have trained tens of thousands of managers at many leading organizations. Coauthor John Case has written several popular books on management.
1 You can't always trust the numbers
2 Spotting assumptions, estimates, and biases
3 Why increase your financial intelligence?
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
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
14 Cash is a reality check
15 Profit [actual symbol not reproducible] cash (and you need both)
16 The language of cash flow
17 How cash connects with everything else
18 Why cash matters
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
24 The building blocks of ROI
25 Figuring ROI : the nitty-gritty
More...
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