Finance Transformation
How we define CFO Services: Are you ready to transform yourself from corporate compliance to business advocate?
The role of the Chief Financial Officer (CFO) has never been more important or more broadly defined. Today, the finance organization must forge a proactive, value-added partnership that supports decision-making throughout the company. The CFO and finance area must continually improve the entire corporation's efficiency. To do that, an integrated infrastructure must be developed to acquire and manage your company's business intelligence. Decision makers demand faster access to key information to support business decisions, requiring a higher-level of information that analyzes data from all areas of the company, including supply chain processes that are outside the finance organization.
Transforming the Finance Function
Today, when missing a quarterly EPS estimate by a penny can drive a company's value down 10% or more in one day, your reach now extends far beyond the traditional reporting role. Responsibility for managing corporate information resources now rests with the CFO. The CFO needs to gather, report, analyze and understand key business drivers. With an overabundance of information coming from multiple sources — blurring potentially significant issues — the CFO must integrate and simplify information gathering, analysis and delivery systems. One strategy capitalizes on current IT infrastructure to create a single source integrating financial and operating information. Another reduces the finance function's total cost by increasing the time spent on analysis versus transactional processes. A third increases corporate performance by improving core financial processes. Our thought leaders have developed unique services addressing these strategies.
Deloitte has supported a multitude of clients locally and globally to address the key issues confronting the CFO We refer to this as the FOUR FACES of the CFO.
- Steward
The steward role has been regulated through GAAP, IFRS, BASEL etc to a mature environment and, but the ever increasing risk portfolio is effectively supported in this dimension of the CFO’s role - Strategist
1. Understanding Value though Value Analytics and Financial Modelling of options
2. Strategic Planning and long-term financial planning models
3. Performance Management, such as Balanced Scorecards and Key Performance Indicator development - Operator
Alignment of the financial environment to improve efficiency and effectiveness through the development, aligned to the business strategy, of the financial back and front offices, by alignment of the Financial Operating Model to the strategy, the implementation of financial shared services, the optimisation and continuous improvement of the financial business processes and all their integration points with the other business processes and the enablement and automation of the financial function with technology - Catalyst
As the catalyst, the CFO needs to clearly understand the role of BUSINESS PARTNER with each function of the organisation and add value and earn a seat at the table to support the business effectively to be able to focus on their core objectives.
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