From signal to decision: what belongs in a CFO playbook?

Start with the signal and its context

A variance against plan starts a conversation; it is not a decision on its own. Before acting, the team needs the metric definition, reporting period and data source. Check that the values being compared cover the same part of the business.

A playbook begins by describing the situation that triggers a review. This could be a change in margin, a shifted payment date or a gap between plan and actuals. The criteria should follow the rules agreed within the company.

An owner and a clear next step

A useful playbook identifies who checks the data, what information is needed and which role approves the decision. It does not need to be lengthy. Readers should know what to check and who receives the findings.

Separate analysis from approval. The person preparing options records assumptions and limitations; the decision-maker sees the reasoning and potential consequences. A recommendation is not permission to execute it.

Return to the outcome

After approval, record the action, its owner and a review date. The discussion then extends beyond a comment beside a chart. The team can revisit its original assumptions and assess what actually changed.

In ImCFO, playbooks connect data, signals, decisions and actions. Their content should reflect how a particular organisation is managed, rather than provide universal instructions for every company.

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