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The Evolving Role of CFOs in Addressing Business Risks and Financial Strategy (2010)

This article explores the multifaceted role of CFOs in 2010 amid a challenging economic landscape marked by high household debt, rising unemployment, and sovereign debt crises in Europe. It discusses the top business risks of the year, including regulation, access to credit, and managing talent. The CFO's responsibilities include business partnering, functional excellence, and ensuring corporate governance. Insights from industry leaders emphasize the importance of effective financial strategies, transparent reporting, and robust internal controls in navigating these risks and supporting organizational growth.

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The Evolving Role of CFOs in Addressing Business Risks and Financial Strategy (2010)

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  1. Contents • Environment • Top 10 Business Risks – 2010 • Facets of CFO Role • Balanced Score Card – Business & Finance • Evolving role of CFO

  2. Environment • U.S.A. • Continued economic slowdown • High household debt • Rising unemployment • High fiscal deficit • Credit rating down grade Contd.

  3. Environment • Europe • Sovereign debt problems • Slowdown in economic growth • Inflexibility due to common currency Contd.

  4. Environment • Japan • After effects of Tsunami • Risks relating to nuclear plant and power shortages • Stagnated economy Contd.

  5. Environment • Asia • Robust domestic demand • Rising inflation driven by commodity prices • Large capital inflows • Compulsion to maintain higher growth rate to control unemployment

  6. Top 10 Business Risks - 2010 • Regulation and compliance (2) • Access to credit (1) • Slow recovery or double-dip recession (No change) • Managing talent (7) • Emerging markets (12) Contd.

  7. Cost cutting (No change) Non-traditional entrants (5) Radical greening (4) Social acceptance risk and corporate social responsibility (New) Executing alliances and transactions (8) Top 10 Business Risks - 2010

  8. Facets of CFO Role • Business partnering • Functional excellence • Fiduciary responsibility • Corporate governance

  9. Balanced Score Card BusinessFinance Customer Financial Perspective Business Partnering Functional Excellence Learning & Growth Internal Process People Controller’s Role

  10. Business Partnering • Gain business knowledge. • Strategy formulation. • Bench marking. • Competitive intelligence. Contd.

  11. Business Partnering • Aid in forecasting / range planning • Make or buy decisions • Evaluate investments / new ventures

  12. Functional Excellence • Value creation through financial strategies • Zero surprise • Sound accounting principles • Segment reporting • Bench marking with peers Contd.

  13. Functional Excellence • Consistent information to shareholders • Knowledge management • Cost management • Awards

  14. Fiduciary Responsibility • Strong internal controls • Credible financial statements • Enterprise risk management

  15. People Development • Build, motivate and run high talent team • Coaching and career planning • Continuous training

  16. Corporate Governance • Compliance with the law of the land • Interaction with regulators • Transparent reporting • Arms length dealings • Views based on facts and data, not perception

  17. Evolving role of CFO • Execution • Trusting the numbers • Ensuring business decisions are grounded in sound financial criteria • Providing insight • Providing insight and analysis to support CEO and other senior managers Contd.

  18. Evolving role of CFO • Enablement • Getting your house in order • Leading key initiatives in finance that support overall strategic goals • Funding organizational strategy • Funding, enabling and executing strategy set by CEO Contd.

  19. Evolving role of CFO • Development • Development of business strategy • Developing and defining the overall strategy for your organization Contd.

  20. Evolving role of CFO • Communication to the external marketplace • Representing the organization’s progress on strategic goals to external stakeholders

  21. “The perfect finance person has mastered the technical, they’re strong on the interpersonal, they have worked in different countries and done operational roles and seen finance from the other side of the fence.” By Andy Halford, Vodafone.

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