the transformer cfo: driving strategic change as a cfo
TRANSCRIPT
Ask, Share, Learn – Within the Largest Community of Corporate Finance Professionals
The Transformer CFO: Driving Strategic
Change as a CFO
• Identify how finance leaders can contribute to corporate
strategy
• Recognize the steps of an effective strategy process
• Identify barriers to change in the strategic process
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Learning Objectives
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Ask, Share, Learn – Within the Largest Community of Corporate Finance Professionals
The Transformer CFO: Driving Strategic
Change as a CFODr. Ajit Kambil, Global Research Director, Deloitte LLP
Outline
• Changing expectations for the CFO: catalyst plus
strategist
• The strategist CFO: process, foci, generative questions
and orientations.
• The catalyst CFO: critical success issues and culture
• Talent: a foundation for success
• Transformative issues: 2020
• Conclusions
• The Deloitte CFO Program
The Changing Expectations of the CFO
Provide financial
leadership in
determining strategic
business direction,
M&A, financing ,
capital market and
longer term
strategies vital to the
future performance
of the company
Catalyze
behaviors and
change across the
organization to
execute strategic
and financial
objectives
Protect and
preserve the
critical assets of
the organization
and accurately
report on financial
position and
operations to
internal and
external
stakeholders
Balance
capabilities, talent,
costs and service
levels to fulfill the
finance
organization’s
core
responsibilities
efficiently
Catalyst Strategist
Steward Operator
CFO
Threshold
Performance
The strategist: process
What is our winning
aspiration?
Where will we play?
What management systems are required?
How will we win?
What capabilities must be in
place?
The right playing field:
• Where we will compete: our geographies, product categories,
consumer segments, channels, vertical stages of production
The set of capabilities required to win:
• Our reinforcing activities
• Our specific configuration
The support systems:
• Systems, structures, and measures
required to support our choices
The unique right to win:
• Our value proposition
• Our competitive advantage
The purpose of
the enterprise:
• Our guiding
aspirations
The Strategy Cascade
The strategist: focus on shareholder
value
Business value
Revenue growth Operating margin Asset efficiency Expectations
AR/AP
efficiency
Receivables/
payables
Warehousing
Customer
interaction
efficiency
Selling,
general &
admin
Corporate/
shared service
efficiency
Logistics
efficiencies
Cost of goods
sold
New product
and service
design
Operational
excellence
Execution
capabilities
Business
performance
management
Utilization
DC’s / Plants/
Facilities
PPE
efficiencies
Cash
management
Capital
management
Capital outlay
Inventory
management
Inventory
Merchandising
effectiveness
Customer
relationships
Sales volume
Merchandising/
channel
effectiveness
Pricing
Price
realization
Bundling/cross/
up-selling
Enterprise Value Map (EVM)
The strategist: focus on customer
experience of value
Buy Use Transfer
Co-Create
Integrate
The strategist: key opportunity questions
• What are the dominant constraints on the growth of my company and
how can we use finance to push back the constraints?
• What is the dominant uncertainty facing my company and how can we
help our company structure and navigate the uncertainty?
• What are the areas of spend with greatest uncertainty on returns – and
how can we reduce uncertainty in value?
• What are our investments and do they align with our shareholder value
map?
• What could disrupt my company and how will we respond?
• If we double or halve the size of our company – will we rescale flexibly
and create more value for shareholders?
• What should we have on our kill list?
Thank you for your interest in this presentation.
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