Conference Programme

If the CFO doesn’t value your organisational resilience programme,  then you don’t have one. Selling resilience to the money men requires more than reporting operational performance, it requires quantitative measurement of metrics that have genuine P&L meaning. There are many examples of this: Protection of share price, attracting investment, improving ESG performance, supporting the strategic narrative, tangible strengthening of brand equity, executing a programme that translate into marketing and sales. But what does the CFO really care about, and how can the language of resilience be translated into dollar figure metrics that excite and engage?