So you want to be a CFO?  Here is a list of requirements that will be needed for a CFO career:

• Get an extra hat rack to hang all the hats you’ll wear on the job.  That’s not all the hats you’ll wear in your career, but the hats you will wear on one job.  While your specialty is in accounting, it will include your expertise in taxes and treasury with the task of reporting revenues and profits.
• You will be the corporate gatekeeper to keep tabs on initiatives from the company.  Nothing will move through the process without your stamp of approval.  It is your responsibility to verify the corporation’s rate of return on investment.
• You will organize and evaluate activities associated with accounting, credit, treasury, budget, insurance and tax related endeavors.
• You are responsible for raising capital to support expansion.
• It is your responsibility to supervise all cash management activities, analyze current and past market trends, manage associated risks, oversee investments and work with mergers and acquisitions.
• You are responsible and accountable in assuring accuracy and completed financial records.
• It is your duty to explore, investigate and create innovative methods to raise profit goals.
• You will be required by your own ambition and drive to further your education by enrolling in continuing education.
• You will arrive to work every day as a motivated, analytical, persuasive leader with self-confidence, determination and the ability to think fast and seek creative ways to solve problems.
• In your spare time, you will be asked to add another hour to our 24-hour day.  If anyone can do it, you can.

And that about wraps up what a CFO’s job and CFO career consists of on a daily basis.  CFO’s are one of the most powerful cornerstones of a corporation.  The CFO manages and monitors all financial aspects of the company, which includes watching profits, raising funds and delivering reports in a timely manner.  The CFO’s fingers touch every financial aspect of the corporation and their power reaches into the depths of company policy, infrastructure and philosophy.

Is there any wonder some CFOs burn out?  An excellent CFO is in great demand with pay that is commensurate to the person’s qualifications and ability to withstand a daily onslaught of pressure.  Some CFOs continue to hone their skills and craft but choose to do it on a part time basis.  This is a blessed gift to young entrepreneurs who can only hire this kind of expertise by contract or on a consultancy basis.

The CFO is a critical part of every team, even as a part time financial executive.  A good CFO is worth his or her weight in gold and the pay almost matches the gold market.  While each situation is different, the demand for a good CFO is the same:  to provide financial guidance, deliver accurate financial reports, keep taxes, investments and profits in check and a hat rack for every CFO career hat.

This morning, while I was raking leaves at a random house, I was thinking. I was thinking about my most memorable experiences. My life changing moments. My favorite moments. And as I was thinking about all of this, I realized that the thing that made those things better than regular old church on Sundays or youth group was that neither people nor program were being focused on. People weren’t the program. God was the program.

At first, I was very resistant to this kind of program. I wasn’t comfortable with being free. Being me. Being creative. Thinking God was creative and artsy. I struggled. I honestly hated it. But even though I struggled with many parts of that experience, I was so filled by other parts. The worship that just went on and on soothed my heart. I can never get enough worship, for one. But it wasn’t worship limited to lyrics and time. It was the embodiment of the heart of worship. A hundred voices singing something different. A hundred different songs to the same loving God, sung simultaneously. Tears, anguish, love, joy, and peace all in the same room. Words, singing, prayer, dancing, all at one time. It didn’t matter what the song was. It didn’t matter who the worship leader was. It mattered who God is though. People were healed spiritually, physically, and emotionally. Bonds were made, not because of the fellowship we were seeking but because of the God we were all seeking. There was freedom. There was suffering but peace. There was unity. That was kingdom living.

I realized that it wasn’t about the other people who were there. The program wasn’t made to please me. It was made to stretch me. To challenge my little mustard seed faith. To realize that God doesn’t fit and a comfy 3-D Box. He’s so much greater than that. The program was made with God in mind, who has me in His mind. It was centered around God. Not relationships. Not objectives. Not worrying about scaring people away. Not worrying about what people thought. Just about Him. Of course there are some exceptions. But overall, I saw God in it. God doing it. God working in His Love.

That’s how I want to be. I want to constantly be just about Him. I want everything I do to revolve around Him. Not around me. Or the programs I’m in. Not around others. Not around my insecurity. Not around my “faith.” Around Him. Around everything He is. So that as I walk one foot in front of the other on this earth, People see Christ, not me.

I want to be a transparent arrow towards Christ. Yeah, I really want friends and I really want to be loved. But it’s more important for me to experience God’s love and share that with others.

I want to be consumed from the inside out by Him. By the everlasting God. I want to lose myself. No more me. I want Him to be in complete control. I want my program to be God. I want my life to be about God. The cry of my heart is to bring Him praise.

There is freedom in Christ.

needing Christ,

coop

The overall investment associated with implementing and maintaining a suite of enterprise software products could be significant. A 1:4 ratio between product investment and the corresponding investment over time in related services is not uncommon. In other words, an initial $2M in licensing a suite of enterprise software products might easily balloon to $10M in total life-cycle costs (initial investment in perpetual license plus the ongoing investment in associated services).

I offer the following rule-of-a-thumb guidelines to assessing whether the terms quoted by a vendor for an enterprise software suite of products are right:

1. Standard maintenance costs: Insist on a 1:1 ratio between license and standard maintenance over a 5 year period. If standard maintenance costs over this period exceed the corresponding license costs, chances are: A) the vendor is quite greedy; or, B) the vendor’s software accrued a non-negligible amount of technical debt. Ask the vendor to quantify the technical debt in monetary terms. See Technical Debt on Your Balance Sheet for an example how to conduct such quantification.
   
   
2. Premium customer support costs: Certain premium customer support services could be quite appropriate for your business parameters. However, various “premium services” could actually address deficits or defects in the enterprise software products you license. If the technical debt figure is high, the vendor you are considering might not be able to afford the software he has developed. Under such circumstances, “premium services” could simply be a vehicle the vendor uses to recoup his investment in software development.
3. Professional services costs: Something is wrong if the costs of professional services exceed licensing cost. Either the suite of products you are considering is not a good fit for your business parameters or the initiative you are aspiring to implement through the software is overly ambitious.

To summarize, the grand total of license fees, customer support fees and professional services fees over a 5 year period should not be higher than 3X license fees. Something is out of balance if you are staring at  a 4X or 5X ratio for the software you are considering.

One final point: please do not forget to add End-of-Life costs to the economic calculus. Successful enterprise software  initiatives can be very sticky.

It is especially important for Small Business Owners, Entrepreneurs to develop an indomitable spirit.  This little poem inspires me when I feel like a hampster on a wheel.

TRY AGAIN
from THE BEACON THIRD READER by James H. Fassett with a copyright dtd: 1914.

Drive the nail aright, boys,
Hit it on the head;
Strike with all your might, boys,
While the iron’s red.

When you’ve work to do, boys,
Do it with a will;
They who reach the top, boys,
First must climb the hill.

Standing at the foot, boys,
Gazing at the sky,
How can you get up, boys,
If you never try?

Though you stumble oft, boys,
Never be downcast;
Try, and try again, boys,
You’ll succeed at last.

Great presentation by Ken Kaufman on valuation basics: http://docstoc.com/docs/16014174/CFO-Wise-Valuation-Basics-for-Entrepreneurs

Here is a link to the presentation: http://www.slideshare.net/cfowise/cfo-wise-problems-entrepreneurs-face

CFO WISE – How Monthly Financial Statements Help Entrepreneurs Solve Problems

CFO Wise: Properly Staffing the Accounting & Finance Function

The Excel MIN (Minimum) function will identify the minimum number in a range of cells.
Select the cell where in you want the formula to be entered. (Cell B14)
Next Click on the Sigma  ∑ sign.  The drop down menu will give you a choice of functions - select Min.
The formula =Min(number1,[number2]….etc, Select range of cells, hit Enter Key.
Or type the formula =MIN(B2:B13)  in the example shown below.

We have been telling you about a number of management reorganizations at a number of agencies… Of course, the Agriculture Department has quietly undertaken a significant reorganization of its agency management — read more here… There were also changes at the top ranks of the Department of Veterans Affairs management organization…

The Department of Health and Human Services is also reorganizing its management structure, according to a Federal Register notice, creating the Office of Assistant Secretary for Administration and Management and Office of the Assistant Secretary for Resources and Technology.

Here is an excerpt:

The Department of Health and Human Services (HHS) is reorganizing a portion of two offices, the Office of the Assistant Secretary for Resources and Technology (ASRT) and the Office of the Assistant Secretary for Administration and Management (ASAM), both of which are located within the Office of the Secretary (OS). The reorganization is designed to increase the efficiency and effectiveness of these two offices by consolidating the resource-related functions, including budget, grants, acquisition, finance, and the American Recovery and Reinvestment Act (Recovery Act) coordination, underASRT and the administrative functions under ASAM. The titles of the Assistant Secretary for Resources and Technology (ASRT) and the Assistant Secretary for Administration and Management (ASAM) will also be changed to the Assistant Secretary for Financial Resources (ASFR ) and Assistant Secretary for Administration (ASA), respectively. This reorganization also will transfer support for the Office of Small &
Disadvantaged Business Utilization (OSDBU) from ASAM to ASRT, while maintaining the Office’s same direct-line reporting structure to the Deputy Secretary. Finally, this reorganization will transfer direct-line reporting of the Office of the Chief Information Office fromASRT to the Deputy Secretary while moving day-to-day support for OCIO from ASRT to ASA.

Read the full post here.

We’re still trying to ferret out what exactly this means and how it moves the cheese around, but unlike at USDA, where the CIO seems to be buried deeper within the organization, HHS’s reorganization seems to actually give the CIO increased visibility within the organization.

Insiders tell me that the CIO Michael Carlton will now report directly to the HHS Deputy Secretary Bill Corr. Previously, the HHS CIO reported to the agency’s Assistant Secretary for Resources and Technology/CFO.

One insider told us that the HHS Office of the Chief Information Officer is moving from the former Assistant Secretary for Resources and Technology — which will become the new Office of the Assistant Secretary for Financial Resources — and the CIO will now become part of the new Office of the Assistant Secretary for Administration.

If you know more information, let us know… and we’ll keep trying to track down more information.

Most business owners, especially small business owners, would rather spend time working in their company than on their company.  That is why the word “Analytics” can become a dirty word for most organizations.  You might just be missing out on a great time saving strategy without employing certain analytics.

The simplest definition of Analytics is “the science of analysis”. A simple and practical definition, however, would be how an entity (i.e., business) arrives at an optimal or realistic decision based on existing data. Business managers may choose to make decisions based on past experiences or rules of thumb, or there might be other qualitative aspects to decision making; but unless there are data involved in the process, it would not be considered analytics. (from Wikipedia)

Employing certain analytics in your company can help save you time by giving you a sense of the big picture.  Basically, you can employ some comparisons, ratios, and other calculations to give you a picture of your business rather than looking at the numbers of your financial statements.  You can have simple graphs and charts showing how your business has grown (or decreased) in the past few months, years, etc or you can even see what expenses affect your bottom line the most.

The different analyses are endless, but the point is to focus on the calculations that are important to your decision making process.  As a business owner, you need to have both accurate and relevant information.  You shouldn’t be spending your time in the details.  I’ve heard before that it is hard to see the forest through the trees.  That means if you are looking at the details all the time, it is going to be really hard to take a step back and look at the big picture.  Without this big picture view, how are you going to know how to guide your organization towards reaching your goals?

• Warren G. would be proud of the government, as they regulate commercial mortgage modifications.
• 13% of Houston CFO’s think their company will hire in next 6 months.  Majority looking for improvement, though.
• The founders of the Related Cos. are forming a new bank and acquiring a seized lender.
• Halliburton given contract in South Ghawar, the world’s largest oil field.
• Is “Extend and Pretend” really a viable option?
• PWC & ULI predict a commercial real estate bottom in 2010-after a 40 to 50% move from the top.
• Peter Cooper Village is hurting more than just its owner.
• Jobless rate at 27 year high.
• Are banks not ready for commercial mortgage losses?
• 2009 – Upstream feels the pain.   Downstream steady.
• The British Government is set to break up rescued banks.
• Will commercial real estate investment in Houston increase in 2010?  Depends on Big Oil.
• The first CMBS deal via TALF is on track as the Fed’s concern eases.
• Mortgage rates drop below psychological point.  House demand on the rise.
• Will FHA reserves dip below their mandated levels due to defaults?
• HP campus heads for a renovation of 2 buildings for its new owner, Lone Star College.
• Delinquent unpaid balances for CMBS have jumped 583% year over year.
• A non-profit takes 80,000 SF on the NW side.
• Interesting take on the Houston mayoral election.
• How close are we to the bottom?
• Fed keeps rates steady.  Use of the words ‘extended period’ used liberally again.
• U.S Bank takes over $18.2 billion in assets after FBOP flopped.
• Tilman gets his wishes to take Landry’s private after buying shares on the cheap.
• Horrible 12 months recorded at Baker Hughes.
• BACPA predicting personal bankruptcies to double for the year – in 4Q.
• Chris Dodd is planning a single regulator for banks.
• Will rental rates dive in Greenway Plaza or will Morgan Stanley hold onto Crescent buildings?
• Lending fell an average of 54% in the third quarter.  ouch!
• Texas Pacific Group takes huge stake in natural gas equipment company.
• Investment managers expect positive returns for commercial real estate in 2010.
• What’s worse than losing a building to the bank? Actually “losing” your buildings.

~Llenrock & Lowery Blogs

The Excel MAX (Maximum) function will identify the maximum number in a range of cells.
Select the cell where in you want the formula to be entered. (Cell B14)
Next Click on the Sigma  ∑ sign.  The drop down menu will give you a choice of functions - select Max.
The formula =Max(number1,[number2]….etc, Select range of cells, hit Enter Key.
Or type the formula =MAX(B2:B13)  in the example shown below.

In the face of continuous technological changes and financial market volatility, it is becoming increasingly important to define business ideas and validate the concept before launching a high technology or eCommerce venture.  The Integrated Approach provides the means to entrepreneurs in objectively analyzing their business ideas.  It enables them to identify the underlying factors that are critical for the longer-term success of the venture and whether their concept is actually a viable business solution.  Additionally, the framework evaluates the allocation of limited resources, especially of cash, and helps determine if the venture can deliver a sustainable competitive advantage.

If you can’t answer the following questions – using no more than the napkin your drink has been served on, the bartender’s pen and a conversation with the person on the stool next to you – then you might want to think again . . .

Business Questions:

• Who is your customer?
• What is your revenue model?
• What is your cost structure?
• Who is your competition?
• What is your sustainable competitive advantage?

If you can actually answer the five questions above, then form a team and build a business plan around the answers you’ve scrawled on that drink-soaked napkin.  To form a team you must – you guessed it – answer five more hard questions . . .

Team Questions:

• Who should be on the team?
• What are the necessary roles and responsibilities?
• Who is missing from the team?
• What are the lines of communication?
• How will decisions be made?

Starting a business is not an easy process, however by following a diagnostic approach one can actually crystallize the strategic vision, and validate the concept before scarce resources are allocated to the venture. The integrated approach consists of three distinct phases namely due diligence, funding and execution.

Source: James M. Rasmussen, Manager- Global Deal Services at Accenture.

(CFD.net.au – Contract for Difference, Share, Forex, ETFs, Commodities Traders) –

October 9, 2009

The Purchase, New York, maker of drinks and Frito-Lay snacks earned $US1.72 billion ($A1.93 billion), or $US1.09 per share, in the three months ended Sept 5. That’s up from the $US1.58 billion ($A1.77 billion), or 99 cents per share, a year ago.

The results beat expectat …

Source: PepsiCo Third-Quarter Profit Climbs on Cost Cuts; Sales Fall

An update on our earlier report about W. Todd Grams, who serves as the chief financial officer at the National Institutes of Standards and Technology and previously served as the chief information officer at the Internal Revenue Service… Grams will actually be the principal deputy assistant secretary for management starting Monday.

Rita Reed, who has been serving in that post, is retiring at the end of February and she will be helping Grams with the transition until she retires.

Here’s what Reed told colleagues about Grams’ position:

Colleagues:

As you may have heard, I will soon be retiring after more than 31 years with VA.  While I am excited about the opportunities the future may present for me, I will miss my VA home and family.  I am very proud to be associated with this great Department and honored to have served with each of you who do so much every day to help the success of VA’s mission.  I am especially pleased to know that I will be succeeded by someone who knows and cares about VA, its business and Mission, and brings a wealth of talent and experience.  He and the VA Leadership asked me to stay for a while to assist in this transition and so I am pleased to have the opportunity to continue in OM through the end of February 2010 as an advisor and assistant.

Please help me welcome W. Todd Grams to OM’s Senior Executive team starting Monday, November 9, 2009.  Mr. Grams will be filling a SES position as the Principal Deputy Assistant Secretary for Management.  Mr. Grams will be responsible for overseeing Departmental resource requirements, development and implementing of agency performance measures and financial management activities relating to VA programs and operations.  This includes managing a Departmental accounting and financial management system that provides for management cost, budgeting and accounting information.  In addition his office will oversee the capital asset management activities that include important new energy initiatives across VA.

Prior to this appointment, Mr. Grams served as the Chief Financial Officer (CFO) for the U.S. Department of Commerce’s National Institute of Standards and Technology.  From 2003 through 2006 he served as the Chief Information Officer (CIO) of the Internal Revenue Service (IRS) where he was responsible for all IRS IT functions nationwide.0 From 2001 to 2003 he was the CFO of the IRS where he was responsible for the accounting of $2 trillion in tax receipts and the oversight of the IRS’ $10 billion operating budget. Under Grams’ leadership the IRS’ achieved its first-ever consecutive years of clean audit opinions while improving the quality and timeliness of financial data.

Prior to joining the IRS, Mr. Grams served at VA from 1994 to 2001, initially as the first CFO of the Veterans Health Administration (VHA) and then as the Acting Assistant Secretary for Management of the VA.  He served in a variety of positions at the Office of Management and Budget from 1983 to 1994, including appropriations bill tracker, budget examiner, and Chief of the Veterans Affairs Branch.  He began his career at the Bureau of the Census in 1980 as a budget analyst.

In 2006, he received the Presidential Rank Award for Distinguished Service at the IRS. In 2000, he received the Presidential Rank Award for Distinguished Service at the VA. In 1997, he received the Presidential Rank Award for Meritorious Service at the VA.

He graduated from the University of Maryland with a Bachelor of Arts degree in Economics in 1980.

Mr. Grams brings to the Office of Management’s executive team leadership and financial experience that will be invaluable as VA implements Transformation 21 and works with you to improve our day-to-day operations.  We are fortunate to have an individual with his talents in this position.

UPDATE as of 1:20p ET:  W. Todd Grams, who serves as the chief financial officer at the National Institutes of Standards and Technology and previously served as the chief information officer at the Internal Revenue Service, will actually be the principal deputy assistant secretary for management starting Monday.

Here’s what Rita told colleagues about Grams’ position:

Mr. Grams will be filling a SES position as the Principal Deputy Assistant Secretary for Management. Mr. Grams will be responsible for overseeing Departmental resource requirements, development and implementing of agency performance measures and financial management activities relating to VA programs and operations. This includes managing a Departmental accounting and financial management system that provides for management cost, budgeting and accounting information. In addition his office will oversee the capital asset management activities that include important new energy initiatives across VA.

It sounds like a CFO, but…

We are hearing that W Todd Grams, who serves as the chief financial officer at the National Institutes of Standards and Technology and previously served as the chief information officer at the Internal Revenue Service, will join the Department of Veterans Affairs as the acting chief financial officer.

Grams has served mostly in the CFO side of organizations, although before 2001, he served as VA’s Acting Assistant Secretary for Management which included the roles of the Department’s Chief Financial Officer and Senior Procurement Executive.

Here is his bio from NIST…

W. Todd Grams
Chief Financial Officer

W. Todd Grams is the Chief Financial Officer (CFO) for the U.S. Department of Commerce’s National Institute of Standards and Technology. Appointed in July 2006, he is responsible for all NIST-wide administrative offices and functions, including: human resources, information technology, safety, facilities, construction, finance, acquisitions and grants management, budget, and security.

From 2003 through 2006 Grams served as the Chief Information Officer (CIO) of the Internal Revenue Service (IRS) where he was responsible for all IRS IT functions nationwide. He led the turnaround of the long-struggling business systems modernization program and restructured 15 percent (1,000 positions) of the IT workforce to improve effectiveness and efficiency. From 2001 to 2003 he was the CFO of the IRS where he was responsible for the accounting of $2 trillion in tax receipts and the oversight of the IRS’ $10 billion operating budget. Under Grams’ leadership the IRS’ achieved its first-ever consecutive years of clean audit opinions while improving the quality and timeliness of financial data.

Prior to joining the IRS, Grams served at the Department of Veterans Affairs (VA) from 1994 to 2001, initially as the first CFO of the Veterans Health Administration (VHA) and then as the Acting Assistant Secretary for Management of the VA. He instituted improved financial discipline over an annual health care budget of $17 billion through a new resource allocation system that significantly reduced patient costs, increased the number of patients treated, and increased the quality of care.

Grams served in a variety of positions at the Office of Management and Budget from 1983 to 1994, including appropriations bill tracker, budget examiner, and Chief of the Veterans Affairs Branch. He began his career at the Bureau of the Census in 1980 as a budget analyst.

In 2006, he received the Presidential Rank Award for Distinguished Service at the IRS. In 2000, he received the Presidential Rank Award for Distinguished Service at the VA. In 1997, he received the Presidential Rank Award for Meritorious Service at the VA. Grams graduated from the University of Maryland with a Bachelor of Arts degree in Economics in 1980.

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The Excel Average (Average) function will identify the Average of a range of cells.
Select the cell where in you want the formula to be entered. (Cell B14)
Next Click on the Sigma  ∑ sign.  The drop down menu will give you a choice of functions - select Average.
The formula =Average(number1,[number2]….etc, Select range of cells, hit Enter Key.
Or type the formula =Average(B2:B13)  in the example shown below.

I was talking with a CFO buddy of mine last night – he’s with a large telecommunications organization – 5,000+ employees.  Anyway, he was complaining about their HR Leader and his inability to integrate successfully with the rest of the leadership team.  He expanded by suggesting the HR Leader was always one step behind everyone else: has trouble seeing the bigger picture, thinking beyond programmatic responses to issues, rarely adding anything creative.  I asked him how long the guy had been there, and he said 5 years.  I said, “no way.”  He said, “yes way.”  Shame on you, CFO buddy.  And shame on your peers. 

Would you allow a CEO, COO or CFO, who wasn’t making the grade on this level, to stick around that long?  Why does there seem to be more tolerance for mediocre HR performance than there is for other roles?  The longer C-Suite Leaders put up with mediocre performance from HR, the longer they’ll get it.  It’s up to that group to demand the most from us.  Stop crying about your HR Leader not being strategic enough and go out and find one who is.  It’s not like they don’t exist.  If, Mr. CEO, you’ve tried – really tried - to give your HR leader the opportunity to add value to your organization through strategic contributions, innovations, forward thinking, thought leadership, and they haven’t responded, then get rid of the clown.  Your doing the organization a disservice.  But more importantly, you’re doing the HR profession a disservice.  Stop sweeping HR under the rug…keeping them hidden in some back corner because ”they just don’t get it.”  Man(Woman) Up and deal with it.  Make tough decisions, be highly demanding, and hold us accountable.  And if all else fails, fire us for goodness sake.

Bu yolculukta geçilmesi gereken aşamalar aşağıdaki gibidir:

1. Aşama – Monitoring (İzleme)
2. Enterprise Metrics Framework
3. Predictive Analysis / Forecasting
4. Pattern-Based Strategy

Linked Planning Systems. Planlama ve bütçeleme sistemleri tutarlı ve entegre bir şekilde kurgulanması ve kurum içindeki “sistem salatasının” önlenmesi. Herkes aynı dili konuşabilmelidir.

Bu işlerin doğru yapılabilmesi için şu planlama disiplinlerin oturtulması lazım:
- Strategy Formulation and Strategic Planning
- Financial Planning
- Operational Business Planning

Strateji kültürünü değiştirmek lazım. Daha dinamik, daha esnek, daha etkileşimli olamlı.

En çok etki eden 5 ana unsur şunlardır:
1. Defined – Tanımlı unsurlar. Bunlar çoğumuzun bildiği şeyler.
2. Collective – Dışarıdan genel sinyaller. Dinlemekte fayda var.
3. Creative -
4. Anticipated Exceptions -
5. Unanticipated Exceptions –

Sesi düşük olan sinyalleri nasıl klasifiye edebiliriz? Takip edecek bir ekip lazım ve takip etme yönteminin belirlenmesi lazım.

Operasyonel –> Stratejik (Yatay eksen)

Risk –> İnovasyon (Dikey eksen)

Sinyalin sesi artarsa, aksiyon almak gerekebilir. Hazırlıklı olursak, neye bakacağımızı biliriz. Sonuçları ve etkilerini daha iyi yorumlayabiliriz. Daha erken pozisyon alıp, kuruma önemli katkıda bulunabiliriz.

Başarılar dileriz.

The Excel Sum function will ADD the a range of cells. 
Select the cell where in you want the formula to be entered. (Cell B14)
Next Click on the Sigma  ∑ sign.  The drop down menu will give you a choice of functions - select Sum.
The formula =Sum(value1,[value2]….etc, highlite the section that you want to Add, hit Enter Key.
Or type the formula =Sum(B2:B13)  in the example shown below.

İlginç bir soru değil mi? İşte Gartner’in cevapları

1. Not Transformation, but Restructuring
Transformasyon programlarını çoğumuz biliyoruz. Büyük bir plan vardır. Bir vizyona hizmet ediyor. Consensus odaklı ilerler ve içinde pek proje vardır. Averaj sürat nispeten düşüktür. Şu anki ortama pek uygun değildir. Bugün daha hızlı hareket edebilme kabilyetine ihtiyaç vardır. Dolaysıyla transformasyon programları değil, yeniden yapılandırma stratejilerine ihtiyaç vardır. Hızlı reaksiyon, güçlü liderlik, hızlı kararlar, somut çıktılar.

2. Integrity, Fraud & Trust
Kriz güven ortamını yerle bir etti. Asla batmaz denilen şirketler, bankalar yok oldu. Popüler yöneticiler ve yatırımcıların dolandırıcı oldukları ortaya çıktı. Çok büyük kötü niyet ve hırs inanılmaz sonuçlar doğurdu. Tekrarlanma ihtimali her zaman olabilir. Yeni normal budur. İnsanların tekrar eski güven ortamına geri dönmeleri – if ever – çok uzun sürecektir.

3. Büyümeye Dönüyoruz. Hazırlanın.
Göstergeler düzelmeye başladı. Ekonomistler öngörülerini yukarıya doğru revize etmeye başladılar. Ekonominin tam olarak ne zaman ne kadar düzeleceğini kimse tam olarak bilemiyor. Ama moraller düzelmeye başladı. Dolaysıyla olası büyümeye hazırlıklı olmak lazım. Gartner analistleri şu üç senaryoyu tespit ettiler. Üçüne göre farklı hazırlık yapmak, farklı bütçeler oluşturmak lazım:
A) Grinding Growth – Yani ağır ama düzenli bir iyileşme. Olasılık %70. İşler yoluna girmeye yönelik altyapısal ve yetenek hazırlıklarınızı yapınız.
B) Rapid Recovery – Yani ani olumlu patlama. Olasılık %20. İşler beklendiğinden daha hızlı yoluna girecek. Yeni şirket birleşmeleri, yeni ülkeler, yeni sektörlere hazırlıklı olunuz.
C) Double Trouble – Daha da kötü günler – Olasılık %10. Buna göre daha çok maliyet tassarrufu, daha az bütçe ve çalışanla, sistemleri ayakta tutma, işleri devam ettirme, biraz daha kabuğa çekilme, küçülme. Dikkatli olmak lazım, ama olasılığı nispeten düşük.

4. Devletle Yeniden Pazarlık
Kriz özel sektörün ve devletlerin iktisadi bakış açılarını değiştirdi. Tekrar sosyalist söylemler gündeme geldi. Küresel dengeler ve küresel politikalar ve denetimler önem kazandı. Vergi düzenleri değişecektir, kesinlikle artacaktır. Borçlar yeniden yapılandırılabilir. Devlet sektörünün kendisi bir pazar oldu ve pek çok özel sektör kurumu için önemli bir müşteri oldu.

5. Yenilikleri İyi Değerlendirin.
Müşterilerinizi dinleyin. Onlar size istediklerini söyleyeceklerdir. Böylece inovasyon için gereğinden fazla fikir edineceksiniz. Trendleri erken yakalamaya gayret edin. Rekabetten önce harekete geçerseniz, pazarın büyük kısmına sahip çıkma olasılığınız daha yüksek olacaktır.

6. Rüzgarı Yakalayın, Yelkenleri Açın.
Gerekli hazırlıkları doğru yaptıysanız, olumlu görünen göstergeler beklendiği gibi ilerlerle, başarı için engel yok demektir. Bu durumda doğru bildiğinizi doğru yapmaya devam edin. Tesis ettiğiniz yeteneklerle, amaçladığınız hedeflere doğru yola devam ediniz. Taktik zaferlerin stratejilerinize hizmet ettiğini görün ve sonunda büyük zafer sizin olacaktır.

Başarılar ve kolay gelsin.

The Excel Count function will count the number of non blank cells in a range. 
Select the cell where in you want the formula to be entered. (Cell B14)
Next Click on the Sigma  ∑ sign.  The drop down menu will give you a choice of functions - select Count.
The formula =Count(value1,[value2]….etc, highlite the section that you want to Count, hit Enter Key.
Or type the formula =count(B2:B13)  in the example shown below.