Elevating the role of the finance function as a strategic business advisor
Chief Financial Officers (CFOs) and their finance functions are at a crossroads, facing unparalleled operational challenges while also presented with a once-in-a-generation strategic opportunity. On one side, they must expertly manage ongoing business demands, meet escalating regulatory expectations, and control operational costs. On the other, they are increasingly crucial in guiding the broader enterprise's performance amidst continual disruption.
Today, CFOs are evolving into Chief Value Officers, tasked with safeguarding and enhancing the value that businesses and their products currently generate. At the same time, they are pivotal in shaping strategies that will foster additional, sustainable value in the future. This dual role is propelling the transformation agenda for finance functions within banks, necessitating the adoption of cutting-edge technologies and reimagined operating models.
Our collaborations with some of the world's leading banks on their finance transformations have provided us with unique insights into how organizations are tackling these challenges and the keys to their success.
The finance function is under pressure to deliver more significant business value amid an evolving landscape of compelling external megatrends.
However, this cannot be achieved without investing in the right finance operating model, skills, and behaviors. Our research reveals:
- Only 24% of banks explicitly connect their growth strategies to key performance indicators (KPIs).
- Over half of CEOs (54%) express dissatisfaction with financial forecasts, and 55% are unhappy with the management information they receive.
- Alarmingly, 60% of organizations still depend on manual spreadsheets for reporting and insights.
Strategic Implementation Advisor for Piraeus Bank's New Financial ERP System
Similar to the strategic role highlighted in the report, PwC Greece acted as the strategic implementation advisor for Piraeus Bank's new Financial ERP system.The project aimed to modernize internal operations, automate processes, and provide rapid financial information to management and investors.
Thrive in a complex and shifting environment
In a rapidly evolving landscape, a dynamic and multifaceted strategy is essential for addressing challenges and capturing opportunities. Enhance your overall strategy with the following key action points:
Shared capabilities
Develop centers of excellence and achieve economies of scale by consolidating shared capabilities.
Global process ownership
Establish end-to-end, enterprise-wide processes, clearly defining finance's role within them.
Touchless operations
Reduce manual tasks by leveraging automation and maximizing your core platform investments.
Insight-led partnering
Empower business partners to act as performance co-pilots by transitioning from manual reporting to trust-based, insight-driven dialogue.
Talent
Engage your team in the transformation journey by creating meaningful work and eliminating mundane tasks.
GenAI
Embrace the possibilities of GenAI, experimenting safely and at pace to identify use cases.
Strategic success factors to master the finance transformation
Modernizing the finance function is a longstanding goal, but implementing change across a multi-region, multi-platform, mission-critical function is no small task. Here are the critical success factors to elevate and optimize your transformation efforts:
Conclusion: Take a holistic approach
As banks set out to enhance the performance of their finance functions, they are poised to redefine their value proposition as strategic advisors to the business. This transformation can unlock additional value by reshaping the organization and mindset of the finance function, addressing the myriad challenges faced by banks and their CFOs today and in the future.
Sandro Kanzian has co-authored this report. Further contributions were made by David Heppes, Jaideep Honap, and Katrin Schröder.
Source: Strategy&
