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Risk Management

The Iceberg of Your Business: Where the Biggest Financial Risks Really Hide

The Iceberg of Your Business: Where the Biggest Financial Risks Really Hide

Are you managing incurred costs or committed costs? A CFO explains why 80% of expenses are locked in at the design phase. Lessons from Ford, Boeing, and Dell on TCO.
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02.11.2025Tags: Business Management, Corporate Culture, Critical Thinking, Financial analysis, Financial Planning, Investment Analysis, Project Management, Strategic Planning
Beyond Budgets and Deadlines: A CFO’s Perspective on True Project Success

Beyond Budgets and Deadlines: A CFO’s Perspective on True Project Success

Beyond Budget and Deadlines: A CFO’s Guide to True Project Success
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30.10.2025Tags: Business Management, Corporate Culture, Critical Thinking, Investment Analysis, Management, Project Management, Strategic Planning, Strategic Thinking
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Contents

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  • Introduction. The Flawed Metric of Success and the Price of “Effective” Failure
  • Section 1: The Strategic Shift – From Outputs to Benefits
    • The Conceptual Framework: Outputs, Outcomes, and Benefits
    • The Benefits Realization Lifecycle
      • 1. Benefits Identification and Definition
      • 2. Benefits Realization Planning
    • The Benefits Realization Plan in Practice
    • The Evolution of the CFO Role
  • Section 2. The Language of Numbers: How We Measure Real Value Before, During, and After the Project
    • Shifting Success Criteria
    • Pre-Project Assessment: The Financial “Filter”
    • Post-Implementation Monitoring: Closing the Accountability Loop
    • Bridging the Gap Between Strategy and Execution
  • Section 3. Lessons from Practice: Ukrainian Cases of Benefit Realization
    • Case 1: “Nova Poshta” – Investing in Speed and Market Dominance
    • Case 2: “Rozetka” – Digital Back-Office Transformation for Scalability
  • Section 4. Global Perspective: Strategic Investments and Costly Mistakes
    • Case 3: “Schneider Electric” (France) – A Benchmark for Benefit Realization and Measurement
    • Case 4: “LEGO” (Denmark) – Revival Through Focus on Strategic Benefits
    • Case 5: “Maersk” (Denmark) and TradeLens – A Cautionary Tale of a Project Without Benefits
    • Analysis: The Asymmetry of Perception
  • Conclusion. Integrating Benefits Management into the Company DNA
    • Recommendations for Executives
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