Description
The Rate of Change for CFOs isn’t Slowing Down
Over the last 20 years the remit of the CFO has transformed from that of a scorekeeper/cost controller to one of a value creator. Coupled with the continued volatility of the context organisations now operate in (think Global Financial Crisis (GFC), COVID-19 pandemic, technological advancements and ESG factors) the CFO now needs to wear more hats than ever.
Beyond Business Partnering: CFOs are focused on the wrong goal
On a day to day basis, many CFOs struggle with the reality of having to balance many different spinning plates and the fear that one is going to drop. This need to be ‘on’ all the time can result in a gradual deterioration of a CFOs’ performance.
On the other side of the spectrum, CFOs that have their spinning plates under control and have worked hard to position themselves as trusted business partners start to wonder, “Is that all? What’s next?”
We’ve made “Business Partnering” the end game for CFOs – the upper limit which acts as a ceiling, thus creating instability and confusion at a time when a CFO should be at their peak.
It’s time for CFOs to step into the spotlight!
Boards, Investors and CEOs are looking to their CFO for the guidance and strength to drive performance now and into the future. Whether you’re juggling the spinning plates or ready to move from Business Partner to Playmaker, the 12 CFO skills Alena shares in this trusted guide will enable you to lead with significance and will allow you to walk away feeling confident in your current role and empowered to create your next.
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