How CFOs can effectively drive transformation
Today’s CFOs are increasingly required to partner with CEOs to drive transformations in their organizations. Indeed, our North American CFO Signals survey finds on average CFOs aspire to spend about 60% of their time as a catalyst for change and a strategist in their organizations. Yet, based on more than 100 CFO Transition Labs, we find many CFOs who aspire to the catalyst role are ill equipped to go beyond the numbers and effectively drive change that improves future company performance.
This issue of CFO Insights examines sources of resistance to change and provides some practical tools for CFOs to diagnose and navigate change efforts more effectively. In addition, we clarify how CFOs may effectively support and influence change in their organizations.