Perspectives

Crunch time for CFOs: The CFO as a value driver

As growth, cost, cash, and capital decisions intensify, Finance can take the wheel

As growth, cost, cash, and capital decisions intensify, Finance can take the wheel

Today’s CFO sits at the crossroads of the organization, not only accounting for the investments it makes but steering them as well. Other functions have their own responsibilities for growth, but it’s the CFO who brings the risk-balanced, capital-shaped perspective that's often needed to push through uncertainty, avoid paralysis, and find ways forward in the moment.

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You know your role as a Finance leader is changing fast. But how exactly? An exponential CFO is expected to manage more than dollars and cents. You’re likely tasked with managing shareholder activism, cyber threats, geopolitics, culture, and purpose. Even the name of your job may be due for an upgrade. How about Chief Figure-It-All-Out Officer?

If one part of the CFO’s growing role stands out from the rest, it’s enterprise value creation. Before, you measured it. Now, it’s up to you to drive it.

Where does the CFO look to drive value? Based on Deloitte’s quarterly CFO Signals survey, there are three top priorities that leaders can steer today:

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It's Crunch time.

The CFO is supposed to lead this effort, not do it alone. That’s why alignment and team-building are just as important to value creation as any strategy or measurable investment plan.

To drive enterprise value, the finance leader should be a hub—of synergy, of strategy, and of action. One financial services CFO recently observed, “The exam doesn’t stop. You are always going to have fires to take care of.” People look to the CFO for vision, for discrete financial tasks and plans, and for solutions. That’s why, if the job were invented today from scratch, “Chief Figure-It-All-Out Officer” wouldn’t be a bad title at all.

Deloitte can help

Our Finance Labs explore the “art of the possible” and define your Finance Transformation strategy, bringing to life potential use cases, road map priorities, and future-state benefits. Contact us to learn more.

Explore other reports and guides in our Crunch time series, along with inspirational Finance Transformation case studies.

Get in touch

Fahad Salah-Ud-Din

Principal, Consulting,

Finance & Enterprise

Performance

Deloitte Consulting LLP

fsalahuddin@deloitte.com

+1 313 394 5575

David Kim

Principal, Consulting,

Finance & Enterprise

Performance

Deloitte Consulting LLP

bonkim@deloitte.com

+1 415 783 2239

Steven Losavio

Partner, Tax,

Tax Technology

Consulting

Deloitte Consulting LLP

slosavio@deloitte.com

+1 212 436 2212

Liz Percy

Partner, Consulting

Finance & Enterprise

Performance

Deloitte MCS Limited

lpercy@deloitte.co.uk

+44 20 7007 4776

Mike Quails

Managing Director, Risk

and Financial Advisory,

Transactions M&A

Deloitte Transactions

and Business Analytics LLP

mquails@deloitte.com

+1 407 257 3354

Chris Spraberry

Senior Manager, Audit

& Assurance

Deloitte & Touche LLP

cspraberry@deloitte.com

+1 504 561 7135

Nick Smith

Manager, Risk and

Financial Advisory, Controllership

Deloitte & Touche LLP

nismith@deloitte.com

+1 571 814 6790

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