CFO Transition Lab™ has been saved
Services
CFO Transition Lab™
Plan ahead
Deloitte’s CFO Transition Lab experience is designed to equip newly appointed CFOs with the skills and tools necessary to help make efficient and effective transitions for successful leadership.
Explore content
- A single day to map the first six months of your journey
- What CFOs can explore in the lab
- Get in touch
- Join the conversation
A single day to map the first six months of your journey
Boards and CEOs are calling upon CFOs to expand their leadership role and serve as a strategic partner to the organization, and CFOs increasingly must oversee other critical matters, such as information technology and human resources.
We created the CFO Transition Lab specifically to help newly appointed CFOs, including those with prior CFO experience, make efficient and effective transitions to the expanding demands of the CFO.
Map the next six months of your journey
Our Labs are in-person or virtual experiences based on our extensive research on CFO transitions. The agenda of each Lab focuses on the three most important resources CFOs should manage during times of significant change: personal and organizational time management, talent in the finance organization, and critical stakeholder relationships.
The 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 legacies— mapped to what is known about their CEOs’ agendas
- Priorities—use Deloitte’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 organizations 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 strengths of specific relationships and influence strategies important to a CFO’s ability to achieve priorities
- 180-day plan—CFOs can create action plans with specific milestones involving their own CFO goals and objectives.
Get in touch
