Navigating the changing role of the CFO:

From Financial to Strategic Partner
Navigating the changing role of the CFO

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.





Insights report

Navigating the changing role of the CFO:

From Financial to Strategic Partner

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Four faces of the CFO


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.




Catalyst

Catalyse organisational behaviour to execute strategic and financial objectives while simultaneously creating a risk intelligent culture.



Steward

Protect and preserve the organisation’s critical assets and accurately report on financial position and operations to internal and external stakeholders.


Strategist

Provide financial leadership in determining strategic business direction, M&A, financing, capital market, and longer-term strategies vital to the company’s future performance.



Operator

Balance capabilities, talent, costs, and service levels to fulfil the finance organisation’s core responsibilities efficiently.





Key contact

Siliziwe Mafika

Principle, Associate Director in Consulting