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Emerging technologies’ benefits to the finance workforce

by Jessica L. Bier, Dean Hobbs, Ahson Raza, Julie Bruce
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    2 minute read 16 September 2020

    Emerging technologies’ benefits to the finance workforce Survey identifies emerging technologies as the top positive influence on finance career paths

    2 minute read 16 September 2020
    • Jessica L. Bier United States
    • Dean Hobbs United States
    • Ahson Raza United States
    • Julie Bruce United States
    • Julie Bruce United States
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    “Emerging technologies” is the number-one factor supporting finance function professionals in their careers, according to a recent CFO survey. Why?

    At a time when COVID-19 is fast-tracking the future of finance, CFOs should consider the implications of technological and environmental changes for the finance workforce. In a recent survey of finance professionals about the impact of certain factors on their talent,1 many respondents unsurprisingly viewed “the path from finance into business management roles” and “rotational programs” as benefits to finance professionals. More notable is that nearly three out of four respondents—more than in any other category—indicated that “emerging technologies” also have a positive impact on the finance career path.

    Identify the impact of the following factors on the career path of your people (positive, negative, or neutral)

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    What do emerging technologies have to do with careers? Many often think first about the potentially negative ramifications of emerging technologies on the workforce, such as people being replaced by machines or the challenges of learning new skills. However, technology can also bring positive opportunities to finance professionals, including opportunities to:

    • Hone in-demand skills: The technology coming into finance may require many professionals to learn a new mix of skills, such as data analysis and storytelling, to partner with the business and drive value in new ways.
    • Do more engaging work: Automation supported by technologies such as cloud, robotic process automation, and blockchain can create additional capacity that allows people to shift their time toward more interesting, higher-value activities that better position finance as a strategic business partner.

    Talent development in finance is owned by the CFO. Technology itself will not create capabilities in the finance workforce. As a finance organization adopts capacity-creating technologies, it is up to its leaders to provide a vision and strategy for reshaping the finance workforce, which can serve to equip people to effectively partner with the business and transform finance into a destination function for growth and development.

    For additional information on aligning today’s finance talent to the promise of tomorrow’s technologies, check out Crunch time series: The finance workforce in a digital world.2

    Acknowledgments

    Cover art by: Nagaraju Mangala

    Endnotes
      1. Ashley B. Gibson, Beth Kaplan, and David Cutbill, From mirage to reality: Bringing finance into focus in a digital world, Deloitte Center for ControllershipTM and Institute of Management Accountants (IMA®), accessed August 20, 2020. View in article

      2. Robert Dicks et al., The finance workforce in a digital world, Deloitte, 2020. View in article

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    Topics in this article

    Chief Financial Officer (CFO) , Leadership , Emerging technologies

    Finance Transformation Services

    CFOs know finance transformation can be difficult and time-consuming. But they also know it’s an effective way to keep up with the changing needs of the business. Whether it’s technology disruption, business model innovation, or a new industry ecosystem, Deloitte helps finance organizations look ahead to what’s next while keeping the ship on a steady course.

    Learn more
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    • Jessica L. Bier
    • US Human Capital Finance Transformation Leader Managing Director
    • Deloitte Consulting LLP
    • jbier@deloitte.com
    • +1 415 783 5863

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    Jessica L. Bier

    Jessica L. Bier

    US Human Capital Finance Transformation Leader

    Jessica serves as the US Human Capital Finance Transformation Leader bringing solutions to the people issues in the rapidly evolving Finance function, including the workforce transformation emerging in the future of work. She brings over 20 years of experience in human capital, focused on the people side of transformations delivering organizational design—manager and team capability development—shared services, technology, and process adoption, leadership and executive team development, communications, and workforce transition. Jessica is passionate about advancing inclusion in business.

    • jbier@deloitte.com
    • 1 415 783 5863
    Dean Hobbs

    Dean Hobbs

    Principal, Consulting, US Finance Strategy Leader

    Dean is a principal in the Finance & Enterprise Performance practice of Deloitte Consulting LLP. He has more than 20 years of experience in Retail, Consumer Products, and Financial Services, drawing on C-level executive and board roles in industry and consulting. Dean has helped build Deloitte’s practice helping CFOs drive margin and productivity improvements using digital core, advanced analytics, and operating model solutions. His experience spans corporate & finance strategy, board restructurings, financial modernization, enterprise performance management, finance business partnering, large-scale system implementations, and digital finance tools including robotics / cognitive automation blockchain.

    • dhobbs@deloitte.com
    • +1 201 845 6295
    Ahson Raza

    Ahson Raza

    Senior manager

    Ahson Raza is a senior manager in the Human Capital Finance Transformation practice with a focus on life sciences and health care clients. In his role, he helps clients activate their finance and digital transformations with an emphasis on organization and workforce solutions, including the future of work, operating model, digital enablement, change management, and learning. Raza brings more than 15 years of industry and consulting experience and has led many large-scale organization transformation programs, helping clients evolve the role of their finance and digital organizations to drive enterprise value. He also leads the Eminence and Oracle Ignite efforts for Deloitte’s Human Capital Finance Transformation practice, where he focuses on research, insights, and trends disrupting the workforce of the future. He holds an MBA from Duke University’s Fuqua School of Business.

    • ahsoraza@deloitte.com
    Julie Bruce

    Julie Bruce

    Senior manager

    Julie Bruce is a senior manager in the Finance & Enterprise Performance practice with more than 10 years of experience serving clients in the life sciences industry and the retail and consumer products industry. She specializes in both digital and operating model transformation. Bruce has extensive experience working on large-scale finance transformation programs, including assessing and implementing shared services centers and centers of excellence as well as defining and implementing future-state digital finance capabilities across the finance function. Additionally, she specializes in Deloitte lab-based delivery approaches to accelerate project delivery and organizational change. She holds an MBA from the McCombs School of Business at the University of Texas.

    • juliebruce@deloitte.com

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