More CFOs turn attention to finance business partnering to drive business value
Finance function prioritising business partnering activities, but challenges remain
5 November 2012
Finance functions in the UK’s largest businesses are increasingly investing in finance business partnering to drive company performance. This is according to ‘Changing the focus: Finance Business Partnering’, the latest survey by Deloitte, the business advisory firm, based on the views of Chief Financial Officers (CFOs) and Finance Directors from 134 major companies.
Finance business partnering, finance’s ability to support the strategic and tactical priorities of the business; is increasingly viewed as the most effective way for finance teams to add value. Some of the UK’s most high performing firms already fully embrace business partnering. A third (34%) are investing more than 30% of their time delivering these activities and a large majority, 83%, are expected to increase these activities over the next three years.
However, while many organisations have already started to invest in and develop finance business partnering capability, some challenges remain. Making the transition from back to front office is not always easy and in most cases it is recognised there is still room for improvement.
The key priorities for CFOs when looking to develop finance business partnering, as well as the corresponding challenges, are:
Malcolm Wilkinson, finance business partnering lead at Deloitte, says: “Finance functions are under increasing pressure from the business to drive performance and, while most finance functions recognise the ability of business partnering to add value, they often struggle with how to add that value. Significant time can be invested in delivering finance business partnering, but more time spent does not necessarily equate to more value returned.”
“Done well, finance becomes an integrated contributor to key business processes, such as target setting, forecasting, capital investments, risk management and governance. Improved data availability, smarter tools and access to broader people capabilities means CFOs now have the best information available to support them in making strategic and directional business decisions and act as a crucial navigator to the CEO.”
Unfortunately, implementation often falls down when the organisation fails to create a meaningful definition of the finance business partner role. Successful finance business partners are seen as leaders that can influence decisions a business makes beyond the numbers.
The survey suggests that finance business partners can benefit the business through making better decisions (76%), enable strategic initiatives (58%) and improve financial performance (56%). This indicates a move towards a more commercial skill set than has traditionally existed in finance and 64% of organisations see the development of commercial acumen/decision making skills, as their number one priority when developing their finance business partners.
“Organisations need leaders, not only in the CEO but also the CFO, to navigate and steer the business through an often complex market,” says Wilkinson. “For finance to do this, gaining trust and buy-in from the business is critical. Within this context, CFOs and finance leaders must take action now to ensure that they and their teams are able to effectively step into the role of strategic finance business partner, and become a catalyst for change.”
Notes to editors:
About the Finance Business Partnering Survey
The 2012 Finance Business Partnering Survey is based on an online survey of 134 Chief Financial Officers, Group Finance Directors and other senior Finance leaders of major companies in the UK. For copies of the Finance Business Partnering Survey, please visit www.deloitte.co.uk/financebusinesspartnering.
In this press release references to Deloitte are references to Deloitte LLP, which is among the country's leading professional services firms.
Deloitte LLP is the United Kingdom member firm of Deloitte Touche Tohmatsu Limited (“DTTL”), a UK private company limited by guarantee, whose member firms are legally separate and independent entities. Please see www.deloitte.co.uk/about for a detailed description of the legal structure of DTTL and its member firms.
The information contained in this press release is correct at the time of going to press.
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