The CFOs role has undergone a significant transformation over the past decade. Gone are the days when CFOs focused on
providing accurate numbers to the organisation. The finance function has evolved: it has moved away from being a backoffice function to becoming one of business’s most critical and strategic functions. CFOs now focus on not only providing accurate numbers, but also on providing insights that will drive the growth of the business and ultimately advance the industry.
Increasingly, organisations expect CFOs to think more strategically and to provide financial leadership support to the
Chief Executive in making business decisions. Therefore, to succeed in adding long-term value to the organisation, a newly appointed CFO needs to begin with a clear view and vision of the intended corporate strategy.
Deloitte’s Four Faces of the CFO framework defines the critical aspects of a CFO’s role as an operator, a steward, a catalyst, and a strategist. The framework guides CFOs to clearly articulate their needs and plans to achieve key goals.
Catalyse organisational behaviour to execute strategic and financial objectives while simultaneously creating a risk intelligent culture.
Protect and preserve the organisation’s critical assets and accurately report on financial position and operations to internal and external stakeholders.
Provide financial leadership in determining strategic business direction, M&A, financing, capital market, and longer-term strategies vital to the company’s future performance.
Balance capabilities, talent, costs, and service levels to fulfil the finance organisation’s core responsibilities efficiently.