As business and economic challenges increase we are starting to see the role of the CFO morph from a pure financial transactional and reporting function, to that of strategic change and performance agent.
Whilst complexity in reporting and financial statements varies, given the type of organisation and its reporting and compliance requirements, the CFO now has to contend with broader organisational complexity. This complexity is driven from the number of business activities, interdependencies, reporting and audit requirements, funding management, the number of stakeholders and conflicting priorities.
Finance is an area that really hasn’t changed much over the last decade. But that was then and this is now.
The CFO “change agent” now has to contend with driving performance improvement, managing cash and leveraging organisational capability and value.
This is where business architecture can be used as the framework for delivery and reducing complexity.
The Realising-Potential team has helped a number of CFO “change agents” to work through the performance and leverage challenge. We have done this by streamlining functions, competencies, reporting and decision-support processes and most importantly putting the change into context.
If you would like to know more about our transformation activity, please contact us.
Inclusiveness
May 21, 2021
How could, and how should, we transition?
August 14, 2020
Protected: Weather the storm or change the climate
June 24, 2020
realising success® playbook
June 17, 2020
How to go quicker by taking time to stop…
April 1, 2020
Getting through the crisis.
March 30, 2020
Less than 50% of businesses are leveraging process insights.
February 17, 2020
Business Alignment Webinar
December 20, 2019
The Westpac alignment lessons we should take to the bank
December 4, 2019
It’s not progress, it’s just activity
October 4, 2019
Getting better visibility of emergent risk
September 14, 2019
Bright Shiny Object Syndrome
July 26, 2019