CFO Transition Lab

What CFOs have to say…

"Deloitte is helping me become a better CFO"
"I have never really thought about the job in this way before. There are all these thoughts in my head but this is a great way to bring them together in a structured manner"
"First of all I would like to share my sincere appreciation for the rejuvenating exercise. Thanks to your initiative I was able to form a decision in one day that I was struggling to take over the past 6 months."

CFOs across the globe are being called upon to fill expanded leadership roles. Boards and CEOs want them to be strategic partners. In addition, CFOs increasingly have to oversee other critical operations, including information technology and human resource issues of their finance organization. Given these demanding roles, it is not surprising that CFO turnover is high. That is why we created a powerful CFO Transition Lab experience – to help newly appointed CFOs, including those with prior CFO experiences, make an efficient and effective transition.

A single day to map the first six months of your journey

Our CFO Transition Lab is a one-day experience based on our extensive research on CFO transitions. The agenda focuses on the three most important resources CFOs should consider managing during their transitions: personal and organizational time management, talent in the finance organization, and critical stakeholder relations.

The CFO Transition Lab builds on our Taking the reins: Managing CFO transitions research to help CFOs as they create a tangible 180-day work plan with four work streams:

  1. Define and communicate priorities
  2. Assess and develop a talent strategy
  3. Understand and influence specific stakeholders
  4. Frame tangible actions to execute priorities
What CFOs can explore in the Lab
  • Transition experiences – critical moments and organizational context
  • Hopes, fears and legacy – mapped to what is known about their CEO’s agenda
  • Priorities – use Deloitte LLP’s Four Faces of the CFO framework to identify priorities and classify the urgency and importance of each
  • Confidence – assess the preparedness of their finance organization to execute top priorities and ways to increase confidence in outcomes
  • Talent – examine capabilities and bandwidth of direct reports, as well as the scope and efficacy of reporting relationships
  • Relationships – focus on the strength of specific relationships and influence strategies important to the CFO’s ability to achieve priorities
  • 180-day plan – CFOs can create an action plan with specific milestones


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