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Four faces of the CFOCopyright © 2016 Deloitte Development LLC. All rights reserved. 2CFOs play four critical rolesCatalystCatalyze behaviors across the organization to execute strategic and financial objectives while at the same time creating a risk intelligent cultureStrategistProvide financial leadership in determining strategic business direction, M&A, financing, capital market and longer-term strategies vital to the future performance of the companyStewardProtect and preserve the critical assets of the organization and accurately report on the financial position and operations to internal and external stakeholdersOperatorBalance capabilities, talent, costs and service levels to fulfill the finance organization’s core responsibilities efficiently
Four faces of the CFOCopyright © 2016 Deloitte Development LLC. All rights reserved. 3
OperatorThe objective of the Operator is to balance capabilities, talent, costs and service levels to fulfill the finance organization’s responsibilities.Key focusKey rolesEfficiency and effectiveness of operations including overall risk management of the finance operationAdd value to the revenue ownersDynamically balance cost , risk and service levels in delivering on the finance organization’s responsibilitiesDefine and adapt finance’s operating modelDevelopment of finance talentCompetenciesCritical issuesLeverage system capabilities, program / project management, problem solving and adopting a cross-border attitudeFocus on what matters both inside and outside of financeStrong leadership skills including an understanding of key information systems and human resource issuesStrong understanding of the company’s business model and industryUnderstanding of risk and controls to properly manage and help mitigate riskEnsure finance and accounting function operational efficiencies are in place and allow attention on value enhancing activitiesDeveloping and evolving the finance operating model and talent management in financial disciplines as the business model continues to change while remaining efficient and effectiveDetermining how to allocate scarce or limited finance resources to drive the greatest return on investment while managing riskAbility to adapt to global markets and operations (shared services) and the evolution towards International Financial Reporting Standard (IFRS)
Four faces of the CFOCopyright © 2016 Deloitte Development LLC. All rights reserved. 4
StewardKey focusKey rolesAccounting and controlRisk management and preserving assetsPartner with functional and business unit owners in the risk management identification processEnsure company compliance with financial reporting and control requirementsEnsure adequate assessment and mitigation of risk, and compliance with applicable regulatory or other legal requirementsManage business complexity while minimizing risk as the business executes on its strategies and initiativesCompetenciesCritical issuesAccounting and reporting, compliance, applying good judgmentObjective nature and ability to effectively communicate risks and potential solutions across the organization and to the BoardKnowledgeable of operational and fraud risksUnderstanding of controls and related control frameworks (COSO, COBIT, etc.Information and data quality, optimizing controlsIncreased regulatory enforcement across domestic and global operationsSpan of control over international operations and differing operating models and culturesUnderstanding effective governance models over growing business complexity, global reach and overall marketing, sales and product complexity (i.e. extended business relationships, royalty agreements, distributorships, etc.)The objective of the steward is to protect and preserve the assets of the organization.
Four faces of the CFOCopyright © 2016 Deloitte Development LLC. All rights reserved. 5
CatalystKey focusKey rolesDisciplined execution of strategic choicesChanging organization behavior and establishing a value attitudeGaining business alignment to successfully identify, evaluate and execute strategies by partnering with senior managementBeing a business partner with other executives such as the CIO, CMO, General Counsel or CLO, Head of HR and business unit leadersImplementing a process to define optimal targets and to measure the performance of the strategic initiatives through a Balanced Scorecard and/or KPI frameworkCompetenciesCritical issuesBusiness perspective, change and conflict management, organizational agility and facilitationStrong communication and change management skillsStrong leadership and business partnering skillsCreating a culture of risk intelligence to manage risk to proper execution of business strategiesUnderstanding of key performance measurements to measure success of strategic and operating initiativesEstablishing structure of enterprise accountability for results, driving enterprise executionGaining acceptance from business management as the organization’s catalystMaintaining enterprise accountability while business models continue to change through extended business relationships, outsourcing models and global expansionThe objective of the Catalyst is to stimulate behaviors across the organization to achieve strategic and financial objectives.
Four faces of the CFOCopyright © 2016 Deloitte Development LLC. All rights reserved. 6
StrategistKey focusKey rolesHelping to set the future direction of the company in order to enhance business performance and shareholder valueLeveraging financial perspective to frame the acquisition of capital, undertake M&A and other investments, strategic decision-making, integration of performance managementCreate a capital and risk management lens to support the effective execution of the strategic initiatives of the CompanyEstablish, implement and monitor management’s intervention strategy when risk issues exceed defined thresholds of risk toleranceCompetenciesCritical issuesCritical thinking, analysis and presentation of data, global financial perspective, strategic agility, dealing with ambiguityCapital formation and structuring experienceMerger targeting, due diligence and integration experienceProviding a financial perspective on innovation, M&A and profitable growth, acquiring capital and translating expectations of the capital markets into internal business imperativesProviding the information and tools necessary for the organization to make sound business decisionsStrategic M&A wave –speed and the need to get ahead of the curveDifficult capital markets and lining up M&A fundsMerger integration executionBalancing risk tolerance with changing business model and M&A opportunitiesThe objective of the strategist is to provide leadership with respect to aligning financial and business strategies such as M&A, the investments and capitalization of the company.About DeloitteDeloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. Please see www.deloitte.com/aboutfor a detailed description of DTTL and its member firms. Please see www.deloitte.com/us/aboutfor a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.Copyright © 2016 Deloitte Development LLC. All rights reserved.36 USC 220506Member of Deloitte Touche Tohmatsu Limited
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