The Redefined CFO Report

Today’s CFOs have diversified their responsibilities, embracing non-traditional skills, implementing emerging technologies and championing purpose-led initiatives.

The pandemic changed the world irrevocably. In turn, the skillsets of senior decision makers, including UK finance leaders, has changed too.

CFOs must acquire non-traditional skills. As a result, we’re seeing new variations–or personas–of the traditional CFO role emerging which each incorporate unique skillsets to help guide their organisations.

Changing world, changing CFOs

Over the past two years, individuals, businesses and governments across the world have been subject to immense social change and disruption.

Unprecedented pressures—from supply chain issues and a shift towards hybrid and remote working to a growing awareness of environmental and social justice issues – have catalyzed organizational change on a global scale.

A changing world calls for new kinds of leadership. Now, leaders must be flexible enough to adapt to new challenges and ways of working, as well as opportunities for growth. Increasingly, they need to nurture non-traditional skills that help them navigate complex, technologically-enabled industries and deliver digitalization initiatives. Many are also required to deliver purpose-driven strategies that meet environmental, social and governance (ESG) and diversity, equity and inclusion (DEI) targets.

With these new responsibilities, Chief Financial Officers (CFOs) can no longer focus solely on the financial performance of a business. Today, these executives play a multifaceted role in guiding their organizations on the path to productivity, equity and innovation. This holistic role has redefined what it means to be a CFO.

For the full report please download below.