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Accenture 2014 High Performance Finance-Study
Accenture 2014 High Performance Finance-Study
Accenture 2014 High Performance Finance-Study
The CFO as
Architect of
Business Value
Delivering Growth and
Managing Complexity
2 Accenture 2014 High Performance Finance Study
Accenture 2014 High Performance Finance Study 3
Contents
Foreword 5
Executive Summary 6
Finding 1: 14
Managing volatility
Finding 2: 24
Navigating complexity
Finding 3: 32
The CFO as architect of business value
Finding 4: 40
The rise of digital on the CFO agenda
Finding 5: 44
High-performance businesses
have more influential CFOs
Conclusion 50
Acknowledgments 58
4 Accenture 2014 High Performance Finance Study
Foreword
Our latest Accenture High Performance For those CFOs who have already moved
Finance Study comes in a very different into this extended role, this research
context to the previous study in 2011. provides confirmation that they are on
Last time, we focused on how finance the right path towards building value
had worked to help the enterprise survive for their business. For those that are not
the financial crisis and its immediate there yet, please consider our findings
aftermath. For this report, while the and implications as an inspiration for
complexity of the business environment the development of your finance
continues to increase, signs of business function’s capabilities.
growth are emerging, creating new
challenges and opportunities for As the economic climate continues to
finance and the CFO. improve, CFOs have the opportunity to
show themselves able to support growth
We have carried out our High while managing complexity and keeping
Performance Finance research since 2004 costs in check. Those who succeed
and, over that time, have seen the role in becoming architects of business
of the CFO evolve. This report confirms value will help drive the success of
the role’s growing strategic influence, their companies.
and reveals the CFO in a new light, as the
architect of business value. For example, I thank those who took part in our
among respondents to our survey from survey, as well as those who provided
high-performance businesses, 75% say interviews that added rich texture to
that the CFO’s role in challenging and our findings, for their time and
supporting strategic decision-making valuable insights.
has increased in the past two years,
while 70% think that the CFO’s influence Best regards,
over executing business transformation
initiatives has grown. There is also an
emerging role for the CFO in driving and
assessing digital technology investments.
Executive Summary
Introduction
Global growth finally appears to be back on the agenda. Since Accenture last
conducted its High Performance Finance Study in 2011,1 many organizations have
made significant progress in handling the powerful external forces that have
buffeted them since the financial crisis first struck in 2008. We are now seeing
leaders successfully deliver growth in a complex and volatile global economy.
The finance function has played a vital role in helping companies to overcome the
challenges of the past few years, and the Chief Financial Officer (CFO) is now the
Chief Executive Officer’s (CEO) go-to partner for driving operational transformation
and strategic execution. CFOs have helped companies to impose the discipline over
costs, cash and capital that has been necessary for survival, and advised business
leaders on how to allocate scarce resources against a highly challenging backdrop.
Such influence is even clearer among high-performance businesses. Thus the CFO
can be the architect of business value, providing the means, the tools and the
acumen to design for and deliver valuable business outcomes.
Our study comprised surveys of more than 600 senior finance executives, as well
as interviews with more than 30 CFOs and other senior finance professionals.
(See the About the Research section for the demographics of participants and
the research methodology.)
1
ccenture 2011 High Performance Finance Study: Delivering Value in a Complex World. Access at:
A
http://www.accenture.com/SiteCollectionDocuments/PDF/Accenture-2011-High-Performance-Finance-Study-A4.pdf
Accenture 2014 High Performance Finance Study 7
Accenture 2008 High Performance Finance Study: The Changing Role of the Finance Organization
2
Finding 2
Complexity, in its various guises, is the biggest challenge finance organizations
face today. But it is also an opportunity. High-performance businesses must
find ways of navigating complexity—by standardizing and optimizing processes
to streamline and simplify the organization. In our view, those finance leaders
who do will find themselves able to deliver exceptional value to the business.
• Many of the key challenges facing • As companies extend their operational
finance relate to complexity. Key reach into new markets, and seek
among them are complex legacy out new growth opportunities, they
systems, addressing the needs of are exposed to new and unfamiliar
multiple stakeholders, supporting risks. CFOs need to play a key role in
increasingly complex operating the identification, quantification and
models, and mitigating new and mitigation of these risks in a cost-
complex business risks. effective manner.
• With one exception: the need to • More complex organizations (those
support complex enterprise operating with a more complicated legal entity
models, these challenges are all greater structure and a more global sales and
in 2014 than they were in 2011. operations footprint) have taken steps
to navigate this complexity. They place
• Complex legacy systems is the
greater importance on finance driving
top challenge facing senior finance
enterprise-wide change, emphasize
executives in the survey.
the need for flexibility of the finance
• Satisfying all stakeholder groups function, and are more satisfied
is a juggling act for the CFO that with the performance of their
requires careful balancing. finance function.
• CFOs are structuring finance
so that it has the flexibility to respond
to complexity. They are implementing
new operating models and
technologies—a common
theme is standardization.
Accenture 2014 High Performance Finance Study 9
Finding 3
Cost control is no longer the primary emphasis in most organizations
today. Instead, CFOs are increasingly focused on investment in growth.
In doing so, many are also finding an opportunity to drive broader
organizational business transformation, building value for the enterprise.
Finding 4
Digital technology—which may include cloud computing or software
as a service (SaaS), big data and/or analytics, mobility and social media—
is having a profound impact on the finance function’s performance.
The evolution of such digital assets, software and services provides a clear
opportunity for CFOs to accept and exploit the digital revolution, given their
unique position at the intersection of finance, technology and strategy.
Finding 5
Finance leaders at high-performance businesses are particularly likely
to have seen their influence grow in key strategic activities. They report
high levels of satisfaction with the performance of their finance function,
and are also closely involved with assessing technology investments.
High-performance businesses:
• Are more likely to report high levels of •A
re more likely to have carried out
satisfaction with their finance function operating model rationalization and
across most dimensions. moved to a “global business services
model” (which Accenture defines as
• Tend to have CFOs who have seen
having greater agility and control
their strategic influence grow in recent
through end-to-end process ownership
years. For example, finance leaders
and delivery of mid-office as well as
of high-performance businesses
back-office services).
report a greater increase in influence
over providing insightful analytics •H
ave finance leaders that are
to the business, executing business more engaged in assessing
transformation initiatives for the technology investments.
broader enterprise, and influencing
the strategic planning process.
Accenture 2014 High Performance Finance Study 11
What does all of this mean for the CFO? For CFOs
to leverage the opportune challenges of complexity
and the digital revolution, we believe they must
serve as the value architect for the enterprise and
drive business value. Five key imperatives will help
define this role of the CFO in the coming years:
aligning strategy across the enterprise; transforming
operating models; managing business performance
and finding the right measures to do so; building
digital technology acumen and stewardship; and
continuing to develop advanced finance capabilities.
12 Accenture 2014 High Performance Finance Study
Despite this progress, companies must not We include a particular focus on high-
be complacent. As they pivot resources to performance businesses, to see what can
the new growth agenda, great care must be learned from these companies’ success.
be taken to ensure there remains a strong
Our study comprised surveys of more
focus on cost, cash and capital, and that
than 600 senior finance executives, as well
efforts continue to manage complexity—
as interviews with more than 30 CFOs
a natural consequence of growth.
and other senior finance professionals.
The 2014 Accenture High Performance (See the About the Research section for
Finance Study was designed to explore the demographics of participants and
how the finance function is evolving the research methodology.)
against this challenging backdrop. It
In the following pages, we explore
builds on earlier editions of the study
these findings in detail and examine
to identify the challenges confronting
their implications for CFOs over the
finance executives, how they are dealing
next few years.
with these challenges, and how their
role in the business is expanding.
Accenture 2014 High Performance Finance Study 13
Navigating complexity
Complexity, in its various guises, is the biggest challenge finance
organizations face today. But it is also an opportunity. High-performance
businesses must find ways of navigating complexity—by standardizing
and optimizing processes to streamline and simplify the organization.
Those finance leaders who do will find themselves able to deliver
exceptional value to the business.
High-performance businesses
have more influential CFOs
Finance leaders at high-performance businesses are particularly likely to
have seen their influence grow in key strategic activities. They report high
levels of satisfaction with the performance of their finance function, and
are also closely involved with assessing technology investments.
14 Accenture 2014 High Performance Finance Study
Finding 1
Managing volatility
Finance functions have made significant progress in the past
three years in their ability to manage some of the powerful
external forces that affect performance, including the challenge
of permanent volatility. CFOs are more satisfied with the
performance of their teams than at any time since we first
tracked this through our research in 2008.
Our research shows, however, that finance functions have made good progress
in addressing some of the environmental developments that affect performance.
Compared with our 2011 study, a lower proportion of CFOs say that regulation,
permanent volatility, big data and analytics, and talent are having a high impact
on the performance of their finance function. In our view, finance teams are
rapidly learning to operate in an environment of permanent volatility.
Accenture 2014 High Performance Finance Study 15
Permanent volatility
From our discussions with clients and A key aspect of reducing the impact of
observations, economic and market volatility has been strategic rebalancing.
volatility have also become constant “When we look at global markets and
features of the external environment. related economic activities, we focus on
Although many parts of the developed how these factors impact our capital
world are recovering, the situation allocation and flow along with our
remains fragile, while fast-growth pursuit of strategic ideas and business
markets, once seen as the new drivers opportunities,” says Christopher Swift,
of the global economy, are faltering. CEO (former CFO) of The Hartford.
Input prices, including commodities “We have managed this volatility by
and labor, are susceptible to sudden analyzing geopolitical impacts along
changes. Globalization exacerbates with customer behavior and by making
these pressures as events in one part of specific decisions around exiting certain
the world are more quickly transmitted markets (Western Europe and UK) and
to others. As with regulatory change, eliminating our business exposure in
companies are becoming better able others (Japan).”
to manage this situation, and the
proportion of respondents saying that
permanent volatility has a high impact
on their finance function’s performance
has fallen.
46% 38%
in 2011 in 2014
Source: Accenture High Performance Finance Study 2011 and 2014.
Accenture 2014 High Performance Finance Study 17
Figure 1. Satisfaction with the performance of the finance function has improved
How satisfied are you with the overall performance of your finance function across the following dimensions?
81%
Preparing for growth
67%
2014 2011
53% 39%
in 2011 in 2014
Source: Accenture High Performance Finance Study 2011 and 2014.
Accenture 2014 High Performance Finance Study 19
Figure 2. Smaller gaps between importance of finance function capabilities and satisfaction
The chart shows the percentage point difference between the importance of a given measure
for each year and levels of satisfaction with that measure.
How important are the following dimensions to the overall performance of your finance function?
How satisfied are you with the overall performance of your finance function across the following dimensions?
17%
Managing financial and non-financial risks
11%
2011 2014
20 Accenture 2014 High Performance Finance Study
40% 34%
in 2011 in 2014
Source: Accenture High Performance Finance Study 2011 and 2014.
40% 21%
in 2011 in 2014
Source: Accenture High Performance Finance Study 2011 and 2014.
22 Accenture 2014 High Performance Finance Study
Current
6% 9% 57% 22% 7%
Two-year target
2% 6% 29% 45% 19%
1 2 3 4 5
Do not formally Understand cost, Consistently measure
measure cost, productivity and cost, productivity
productivity and service quality, have and service quality
service quality. Limited set performance and achieve targets.
end-to-end process improvement targets Clearly defined
governance. Not but not yet fully end-to-end process
considered is the achieved. Embarked ownership and
impact of new digital upon end-to-end governance.
technologies on core process redesign but Clearly defined and
business processes. not fully deployed agreed-upon
across the enterprise. strategy for
Some efforts to end-to-end process
deploy social, cloud, digitization.
analytics and mobility
across the enterprise.
Advanced capabilities
Keeping finance ahead of external forces Similarly, in terms of capabilities for expect to move to level 4 or 5 process
requires advanced capabilities, and CFOs optimizing financial and stakeholder maturity for enterprise analytics in
have high expectations for improving value, 64% of organizations expect to two years, compared with 28% who
their performance in this area. They are move to level 4 or 5 process maturity for are at that level today. Level 5 process
investing in upgrading capabilities— economic value in two years, up from maturity in this area would involve:
process excellence is a major focus. 31% who are at that level today. Level fully deployed big data and analytics
5 process maturity would involve: an capability across all business and
In terms of capabilities for carrying out integrated performance measurement functions; a full understanding of the
back-office processes and operations, model that directly relates internal and changes in customer, product and
and delivering services, 63% of external drivers to financial outcomes; channel profitability; and active use of
organizations expect to achieve level rigorous and consistent tracking of predictive analytics to project/forecast
4 or 5 on a 5-point process excellence value realization for all projects the future.
scale in two years, compared with just and investments; and clear cash
28% today. Level 5 process maturity utilization policy.
would involve: consistently measuring
cost, productivity and service quality; The picture is also similar with regard
clearly defined end-to-end process to capabilities for enhancing enterprise
ownership and governance; and clearly performance management and making
defined and agreed-upon strategy for decisions that drive positive economic
end-to-end process digitization. outcomes. Some 66% of organizations
Finding 2
Navigating complexity
Complexity, in its various guises, is the biggest
challenge finance organizations face today. But it is
also an opportunity. High-performance businesses must
find ways of navigating complexity—by standardizing
and optimizing processes to streamline and simplify the
organization. Those finance leaders who do will find
themselves able to deliver exceptional value to the business.
Navigating complexity has become a key part of the CFO’s role. Four of the top five
challenges facing CFOs relate to complexity. These include: complex legacy systems;
addressing the complex needs of all stakeholders; mitigating new and complex
business, financial and operational risks; and the need to support complex enterprise
operating models.
It is notable, however, that a lack of funding for enhancing the capabilities of the
finance function is essentially a non-issue, ranked as the lowest challenge overall
by survey respondents. This is because CFOs have been improving their efficiency.
Accenture 2014 High Performance Finance Study 25
As our business and the overall global environment have become more
complex, we’ve responded by driving an aggressive transformational
agenda focused on increasing our business impact and overall cost
efficiency. In turn, we’ve been using those efficiency gains as a way
to fund important investments that further enhance our capabilities.”
David Rowland, CFO at Accenture.
26 Accenture 2014 High Performance Finance Study
49% 24%
of companies report
they derive almost half
operate in 50 or
more countries
of their revenue from
outside their home market
Source: Accenture 2014 High Performance Finance Study.
Accenture 2014 High Performance Finance Study 27
Figure 4. Four of the top five challenges facing CFOs relate to complexity
Which of the following are your greatest challenges as a senior finance executive?
Responding to complexity
CFOs are structuring finance so “Minimizing complexity is very
that it has the flexibility to respond important,” commented Jay S. Benet,
to complexity. This often means Vice Chairman and CFO of Travelers.
implementing new operating models “It’s in our DNA to break things down
and technologies. Leading companies into their meaningful components
search constantly for ways of optimizing so that people can have a thorough
and standardizing processes to understanding of what they are doing,
eliminate inefficiencies and waste. The why they are doing it, what risks they
implementation of shared services and are taking, and the potential outcomes
the journey from a discrete or functional associated with those risks. Minimizing
orientation to more advanced models complexity while increasing insight and
such as global and integrated business understanding is a major thrust of what
services is a key tool driving finance finance is all about.”
agility. (See Dominant shared
services models.)
Finding 3
The CFO as architect
of business value
Cost control is no longer the primary emphasis in most
organizations today. Instead, CFOs are increasingly focused
on investment in growth. In doing so, many are also finding
an opportunity to drive broader organizational business
transformation, building value for the enterprise.
CFOs have seen their influence across the organization grow, as the scope of their
role has expanded and they have increasingly led the charge on growth. The CFO
can be the architect of business value, providing the means (cash and capital),
the tools (information and risk management) and the transformation acumen to
deliver valuable business outcomes. “This view that the CFO is the owner of cost
control, and someone else in the business is the owner of revenue growth, is not
the case,” says Margherita Della Valle of Vodafone. “The CFO has a role to play
across the whole of the P&L and the balance sheet. It is essential that the CFO
convinces the CEO that finance has a role to play on more than just costs.”
“Over the past 10 to 15 years, the role of the finance organization and the CFO has
evolved and the speed of evolution has increased over the past several years. We
have moved from keeping score and reporting to be more commercially oriented
and an integral part of the business,” says Ronald Dissinger of Kellogg. “We are
a key element of the team providing insights and making recommendations that
drive decisions in the business.”
Accenture 2014 High Performance Finance Study 33
Return of the growth agenda way to growth. It just doesn’t happen secure the monetization of business
The notion that the CFO is focused that way. You have to be very disciplined decisions. In some respects, this
primarily on cost control is now a from a cost perspective but, to grow, makes them a de facto COO, driving
thing of the past; finance leaders have you have to be willing to take some risk. an enterprise view of performance.
demonstrated that they have a much I believe that being disciplined from The relationship between the CEO and
bigger role to play in setting, evaluating a cost perspective is what ultimately CFO has become critical. “The CFO
and monitoring the growth and enables the resources to be free to should have the same goals as the
investment agendas. This fits with a shift encourage growth,” says Laura Bishop, CEO,” says Jochen Hauser, Head of Data
in corporate priorities. The proportion CFO of USAA. Governance at UniCredit Bank Austria.
of companies focused primarily on Many companies, however, still report
cost control is set to fall, while those
A broader enterprise
challenges with key aspects of business
emphasizing growth will increase slightly. transformation role transformation—especially measuring
But the biggest rise is those companies CFOs asked for a seat at the table the benefits and leading the change
focused on both cost control and growth and now they have it. To remain, they process. Among our sample, just 5% say
simultaneously or, in other words, must deliver. In our view, this means that the CFO drives a broad enterprise
striving for profitable growth—from playing a broader role as the business transformation agenda focused on profit
36% now to 45% in two years’ time. value architect of wider transformation and cost optimization. In two years’ time,
efforts that are focused on agility and however, 23% aspire to be at this level.
Of course, within some companies, profitable growth. Around 60% say that
some business units will be expanding For CFOs to deliver on their emerging role
the finance leader has become more as leaders of business transformation—
rapidly while others will still be in cost- influential in building the business case
cutting mode; it is the role of the CFO to and protect the position they have
for transformation, and around the same earned—they need to work closely with
orchestrate this at an enterprise level to at executing business transformation
keep the right balance. “I think most CFOs a range of other C-suite executives.
initiatives. The CEO wants the CFO to
will agree that you cannot cost-cut your
39%
36%
Figure 6. The CFO enjoys greater influence over all key activities, and particularly
strategic decision-making
Over the past two years, to what degree has the CFO’s influence across the following enterprise activities changed?
Identifying growth
opportunities 10% 34% 43% 12%
Leveraging digital technologies
(e.g. cloud, analytics, mobile)
10% 26% 55% 7%
Current
5% 8% 57% 25% 5%
Two-year target
3% 6% 34% 35% 23%
1 2 3 4 5
CFO primarily focused CFO advises on financial CFO drives a broad
on SG&A expense performance targets. enterprise transformation
management. Performance CFO provides some agenda focused on profit
improvement initiatives financial target setting and cost optimization. CFO
are largely managed by but execution left to is a full partner with IT and
each business and each business leader. operations in driving
functional leader. performance improvement.
Figure 9. Finance is now more likely to be assessed in terms of effectiveness than efficiency
How important are the following dimensions to the overall performance of your finance function?
Finding 4
The rise of digital on
the CFO agenda
Digital technology—which may include cloud computing
or software as a service (SaaS), big data and/or analytics,
mobility and social media—is having a profound impact
on the finance function’s performance. The evolution of
such digital assets, software and services provides a clear
opportunity for CFOs to accept and exploit the digital
revolution, given their unique position at the intersection
of finance, technology and strategy.
For now, the adoption of big data The role of the CFO in
and analytics in particular remains digital investments
at a relatively early stage. Just 4% of
respondents have fully deployed big Most CFOs in our survey are involved Given the growing value role of the
data and enterprise analytics capabilities in digital technology investments to CFO across the business, however,
across all businesses and functions. some extent, and a set of CFOs that the CFO’s involvement in decisions
The proportion is set to rise rapidly. drives decisions and actions is emerging. touching digital can be expected to
In two years’ time, 20% say that they CFO involvement is most likely to be in increase. “Finance often leads the way
expect to be at this level. But, while new redefining the cost model of the business with digital technology, partly because
technologies offer incredible promise, as new technologies are implemented. of self-preservation,” says Peter Kelly,
there is a long way to go in order to “Clearly, finance has a very significant CFO of NXP Semiconductors. “There’s so
make them a reality. role in identifying what data needs to much information you need to run your
be unlocked and evaluating its potential business and, at the same time, you are
benefits,” says Jay S. Benet of Travelers. under constant cost pressure, so you are
“At Travelers, we try to bring a fact based, forced to be quite innovative to work
common-sense approach to business out what is going on, and typically with
decision making, using insight and reduced resources every year. So I think
judgment to weigh benefits against finance people are pretty critical to the
their costs.” development of systems in the company.”
37%
46% 55%50%
42%
Greater than 50% increase Between 26% and 50% increase Up to 25% increase No change Decrease
Accenture 2014 High Performance Finance Study 43
Figure 11. Adoption of big data and enterprise analytics capabilities is generally at an early stage
Enterprise analytics: enhanced enterprise performance management capabilities to generate
insights and make decisions that drive positive economic outcomes.
Indicate how your organization performs on each of the following scales using scores between 1 and 5.
Current
9% 10% 53% 24% 4%
Two-year target
2% 5% 27% 46% 20%
1 2 3 4 5
Spreadsheet remains the Some use of Fully deployed big data
tool of choice and we multi-dimensional and enterprise analytics
have unstructured and analysis tools and capability across all
incompatible data. Views data warehouses. businesses and functions.
limited to profitability Both external and Full understanding of the
driven by the external management views changes in customer,
reporting structure. readily available. Most product and channel
Primary analysis focuses analysis focuses on profitability. Active use
on explaining financial explaining what has of predictive analytics
variances to budget or already happened. to project/forecast
prior forecast. the future.
Figure 12. A set of CFOs who drive decisions and outcomes with digital technology
investments is emerging
To what degree is the CFO involved in assessing digital technology investments?
6% 6%
14% 19%
27%
37% 41%
38%
56% 57%
59% 40%
Redefining the cost model Monitoring the return Guiding, prioritizing and Identifying what
of the business as new on the investment from managing technology technologies should be
technologies are approval to post investment decisions retired as new technologies
implemented implementation are deployed to ensure full
benefit realization
Drives decisions and actions Provides input Not at all
Finding 5
High-performance businesses
have more influential CFOs
Finance leaders at high-performance businesses are
particularly likely to have seen their influence grow
in key strategic activities. They report high levels of
satisfaction with the performance of their finance
function, and are also closely involved with assessing
technology investments.
High-performance businesses in the survey show
a number of common characteristics. They are more
likely than the lower performers to report high levels
of satisfaction with their finance function across
most dimensions. The gap with the lower performers
is especially marked for driving positive enterprise-wide
change, preparing for growth, and capitalizing on M&A
opportunities—suggesting that high-performance
businesses are benefiting from effective strategic
engagement by the CFO.
Accenture 2014 High Performance Finance Study 45
46 Accenture 2014 High Performance Finance Study
Figure 13. High-performance businesses are more satisfied with the performance
of their finance function
How satisfied are you with the overall performance of your finance function across the following dimensions?
Figure 14. High-performance businesses have seen the CFO’s strategic influence increase
Over the past two years, to what degree has the CFO’s influence across the following enterprise activities changed?
How we selected our Accenture’s High-Performance Business Each company was given an overall rating
high performers methodology scrutinizes corporate within their own industry, creating a set
As part of this research, we identified performance over five key dimensions, of approximately 50 high performers,
a sub-group of companies that met grading each on a curve against 125 lower performers and the balance
a specific set of criteria as high- competitors. The five key dimensions being average performers. For the
performance businesses. These were are: growth, measured by revenue high- and lower performing companies,
measured using Accenture’s High- expansion; profitability, measured by Accenture compared the maturity,
Performance Business† methodology. the return on invested capital (ROIC); capabilities, metrics and aspirations of the
Responding companies came from 11 positioning for the future, measured by finance organization to understand the
industries and, utilizing FY2010 to FY2013 the stock-price premium that a company correlation between High Performance
financial data, they were analyzed based demands by looking at market multiples; Finance and business value.
on organizational growth, profitability, longevity, measured by the duration of
longevity, consistency and positioning superior performance in total returns to
for the future. shareholders; and consistency, measured
by the percentage of time that a
company’s performance has been greater
than median performance in terms of
profitability, growth and positioning
for the future.
†
High-Performance Business methodology has been truncated from five years to three years to enable wider
coverage of companies and a few metrics have been simplified to enable cross-industry comparison.
Figure 15. CFOs at high-performance businesses are more engaged in digital technology investments
To what degree is the CFO involved in assessing digital technology investments?
(Chart illustrates percentage that drive decisions and actions.)
Monitoring the return Redefining the cost Guiding, prioritizing and Identifying what
on the investment model of the business managing technology technologies should
from approval to post as new technologies investment decisions be retired as new
implementation are implemented technologies are deployed
to ensure full benefit
realization
High performers Low performers
Conclusion
Coming out of the crisis, CFOs have taken the right steps
and finance is advancing. We see evidence of a stronger and
more capable finance function and CFO, which contributes
to their growing influence. Although progress has been made
on handling powerful external forces, these forces remain
top priorities. And companies must remain vigilant about the
extent to which they increase the efficiency of the finance
function—if they drive down the cost of finance too far,
then it can fail to deliver on expected value.
At the same time, navigating complexity has Technology will play a key role in business
become a key part of the CFO role. To be successful, transformation. It is already transforming the
CFOs must formulate an effective response to role and expectations of the finance function.
complexity across their strategic choices, operating Digital technologies present finance leaders with
model design and operational execution. They must a powerful opportunity to improve and accelerate
embrace complexity and regard it not solely as a decision-making, but their effectiveness depends
threat, but also an opportunity. The more complex on the accuracy, availability and consistency of
companies in our survey tend to be more mature in data, and on a robust, integrated technology
their efforts to simplify, standardize and eliminate infrastructure. Many companies are still struggling
inefficiency. Indeed, these efforts have arguably to put these foundations in place. To succeed,
become a prerequisite to their success. CFOs will have to be champions and stewards
of digital technology.
Meanwhile, CFOs have seen their broader influence
across the organization grow, and the idea that The experience of high-performance businesses
the CFO is focused primarily on cost control is shows the way. They tend to have CFOs who
now a thing of the past. At the same time, growth have seen their strategic influence grow over the
is back on the agenda—alongside continued cost years, including providing insightful analytics to
control. CFOs will be increasingly involved in setting, the business, executing business transformation
evaluating and monitoring the profitability of initiatives, influencing the strategic planning
growth and investment agendas, in partnership with process, and assessing technology investments.
the CEO. They will have to deliver on insight and They are more likely to have carried out operating
strategy, and play a key role in driving model rationalization and to have implemented a
business transformation. global business services model. Lower performing
companies will need to follow this lead.
Accenture 2014 High Performance Finance Study 51
Other
Activities
Developing
Reports
Collecting Collecting Maintaining
Data Data Spreadsheets Performing
Analysis
Maintaining
Spreadsheets Developing
Reports
After Digital
Monday Tuesday Wednesday Thursday Friday
Other
Activities
Collecting
Data
Performing
Analysis
Personal
Development
54 Accenture 2014 High Performance Finance Study
Half of respondents were CFOs. The balance of respondents mainly comprised finance directors (24%), and senior vice
presidents and vice presidents of finance (25%). Respondents were distributed fairly evenly across ten main industries
and four regions (Europe, North America, Latin America and Asia-Pacific). Almost half (49%) of respondents were
from companies with greater than US$10 billion in annual revenues, 30% came from firms with $1 to $10 billion in
revenues, and the remaining 21% were from companies with $500 million to $1 billion in revenues. This is the fifth
time Accenture has conducted this research, with the most recent prior installment completed in 2011.
The survey was supplemented by a series of more than 30 in-depth interviews conducted with finance executives
representing large, global organizations across industries. These interviews were analyzed along with the quantitative
data to provide additional insight and texture to the findings.
CFO 50%
Other 1%
Europe 212
18% Asia-Pacific 168
North America 129
34%
Latin America 108
21%
North America includes
US and Canada.
27%
Banking
8% 13% Insurance
8%
Industrial Equipment
Acknowledgments
We would like to thank the senior executives from global organizations who took part in our qualitative interview discussions
and participated in our survey. We are grateful for the insights of senior staff at each of these organizations:
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