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It has been an invigorating yet challenging time for many of Canada’s chief financial officers. They’ve successfully navigated the disruption caused by the COVID-19 pandemic only to face a new set of changes, from a shifting workplace amid a fierce race for talent to the increased urgency around the role their finance functions will play in their organization’s environmental, social and governance (ESG) journeys.
Despite the challenges, these changes are also creating new opportunities for CFOs to further increase the relevance of the finance function to the organizations they serve by accelerating their transformation journeys. Yes, finance transformation has been on the agenda of many CFOs for some time. But with recent events having upended assumptions about the pace of change and expectations continuing to evolve, CFOs need to take even bolder steps to reinvent their finance functions.
To understand how they’re responding, we took the pulse of CFOs at leading organizations across Canada. In recent months, we interviewed more than 20 CFOs to explore how they’ve been handling the latest wave of change and the key trends uncovered in the CFO survey we conducted recently with the Association of Chartered Certified Accountants. While our interviewees had a range of perspectives on the challenges they face, one thing became clear: How they navigate these changes and pressures will be key to their success now and in the future. Explore below to learn more about the priorities of Canadian CFOs and how you can turn today’s challenges to your advantage.
What do these trends and priorities say about the future role of the CFO? While not all interviewees agreed that the role is changing very much, many felt that it is, at the very least, evolving. We can see this in the changing landscape around ESG performance, which is just one example of the ways external forces are impacting the role of the CFO.
It became clear from our interviews that with the pace of change accelerating for the business as a whole, the CFO of the future will be an even better strategic partner in helping organizations navigate new and emerging trends. But to shift towards these big-picture issues, they need to drive more change within the finance function itself.
One interviewee had an interesting way of describing the CFO of the future: chief balance officer. In their case, the balance is about translating the data expected by key external stakeholders, like investors, into insights the organization can use internally on the operational side to improve performance. Those internal and external stakeholders have different needs and perspectives, and it’s increasingly the CFO’s job to bridge the two.
This CFO’s description of this balancing act in many ways encapsulates the challenges and opportunities ahead for finance leaders. The good news is recent experiences have shown that the changes needed to balance new demands are indeed possible.
With the pandemic having highlighted the critical role of the finance function, you now have a chance to build on the momentum by connecting the changes you’ve made so far to a bigger transformation journey. You’ll be on the path to not only becoming the transformational CFO your business increasingly requires but will also be building a brighter future for your finance teams at a time when you need them more than ever.
National Assurance Markets Lead, Future of Finance Leader, Partner, PwC Canada
Tel: +1 905 815 6432
Partner, Technology, Media, Telecom & Consumer Markets, PwC Canada
Tel: +1 416 687 9206 | C: +1 416 918 8753
Partner, NCR Consulting Leader and Government Enterprise Operations Sector Leader, PwC Canada
Partner, Energy, Utilities & Mining, PwC Canada
Tel: +1 416 687 8131 | C: +1 416 737 1200
Partner, Government and Public Sector ERP transformation, PwC Canada
Tel: +1 416 500 5623
Partner and Finance Transformation Leader for Quebec, PwC Canada
Tel: +1 514 205 5021