Many small- and medium-size organizations think they cannot afford a trained and experienced chief financial officer. In fact, they cannot afford not to have that kind of expertise. But even among those companies that do have skilled CFOs, there is no guarantee that the cash-flow way of thinking will get integrated into the organization. The fact is that everybody on

your management team needs to understand how cash-flow dynamics affect his or her department if your business is to prosper in the long term. This book is intended not to turn owners or managers into accountants, but to provide you with a set of essential cash-flow insights and a language for dealing successfully with cash-flow dynamics.

If you are in sales, you affect company operations—and thus cash flow—differently than if you are a purchasing agent, a production engineer or a service department manager. If you are a computer programmer, your sphere of influence includesthings that the accounts-receivable clerk’s job does not. As you work through Cash Rules, perhaps as part of a taskforce in concert with others in the company, look for the elements, connections,
influences and potentials in your job that may positively affect cash flow either directly or indirectly through the seven cash drivers. The main purpose of this book is to help you integrate cash-flow thinking into both the everyday and the strategic decision-making processes of your company.

Taken From : Cash Rules