A World of Opportunity: DrivingHigh Performance through FinanceWorkforce Mastery
Globalization, a force that hasbeen shaping the political andcommercial world for decades,has entered a new and morecomple...
It is no longer a concept exported           to ensure their people continue            Accenture’s High Performanceto the...
Significant gaps in                                      For instance, respondents                                    actua...
believed having a well-defined talent                       What these figures suggest is that                              ...
Achieving mastery over                    organization runs. Without an            Using the Accenture Talentfinance workfo...
Figure 3: Finance Workforce Practices Extent Employed: Masters versus Non-MastersPractices Employed by Participating Compa...
Discovering talent sources                  • What attrition rate am I incurring      projections allow the companyOnce a ...
Developing talent’s potential             comprehension to mastery) that            expanded to cover employees in 84A cap...
Driving high performance with             Encouragingly, a group of leadinga superior finance workforce               compa...
10
About Accenture                          About Finance &                              We have the breadth of experience,Ac...
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Driving High Performance Through Finance Workforce Mastery

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economic downturn, companies
are readjusting their workforce
priorities.

The preceding, of course, applies
to all workforces but is especially
relevant to the fi nance function.
As it strives to fulfi ll its increasingly
important role in supporting and
guiding the enterprise through
turbulent economic conditions,
the fi nance organization must
rethink how it attracts, retains,
develops and manages its people.

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Driving High Performance Through Finance Workforce Mastery

  1. 1. A World of Opportunity: DrivingHigh Performance through FinanceWorkforce Mastery
  2. 2. Globalization, a force that hasbeen shaping the political andcommercial world for decades,has entered a new and morecomplex phase.
  3. 3. It is no longer a concept exported to ensure their people continue Accenture’s High Performanceto the emerging world by the to pursue the right and ethical Finance Studytraditionally dominant economies of corporate governance activities. If How should companies respond tothe West. Now, emerging economies they are making workforce reductions this challenge? The Accenture Highhave fully embraced globalization and or engaging in merger and acquisition Performance Finance Study offerspackaged it up, sending new versions activities, they now are forced more some guidance. Through thisback to the West. In this new phase than ever to make sure they have comprehensive study, Accentureof globalization there are multiple the right talent with the right skills explores the most pressing challengescenters of economic power and to achieve their future strategic facing finance executives aroundactivity—a concept Accenture objectives. And while in times of the world, how they are faring incalls the multi-polar world. growth they may have been worried addressing these challenges, and about their aging workforce retiring, the strategies and practices thatEven—and especially—during today’s now they must adjust to keeping an leading organizations are employingchallenging times, the impact of the aging workforce productive even to contribute to high performancemulti-polar world is being felt by longer as employees stay on the job in the finance organization andcompanies as they struggle to navigate to make up for the steep losses they the enterprise at large.the choppy waters caused by the have incurred in their retirementglobal economic downturn. In this In the most recent research effort— savings due to the global marketenvironment, companies are our third—we surveyed more than meltdown.positioning themselves in one of three 350 finance executives in companiesways, based on the degree to which The preceding, of course, applies representing 30 countries acrosstheir business has been impacted by to all workforces but is especially a range of more than 20 industrythe economy: relevant to the finance function. sectors. To augment our survey As it strives to fulfill its increasingly findings, we conducted in-depth• Survive: Some enterprises are forced important role in supporting and interviews with several finance to focus primarily on short-term guiding the enterprise through executives at other organizations actions to manage costs, cash flow turbulent economic conditions, to explore how they were dealing and revenues, and to ensure survival. the finance organization must with the challenges facing today’s• Reposition: Armed with a rethink how it attracts, retains, finance organizations. We also tapped strong balance sheet and healthy, develops and manages its people. specialists within Accenture for their if reduced, revenues, other Indeed, the speed with which the insights on high performance from organizations are exploring ways global market changes, the volatility roundtable discussions with hundreds to use the downturn to strengthen imposed by multiple currencies and of finance executives and from their competitive advantage. electronic exchanges, and the sheer work with finance organizations at• Grow: The strongest companies complexity of operating on a global businesses and government entities are actively building market share scale in countries or regions of around the globe. An important part through mergers, acquisitions and varying degrees of development of this study focuses on the finance international expansion, by adding place extraordinary demands on workforce, and the research has customers and by strengthening an enterprise’s finance organization— revealed several people-related their brand. and even more so during difficult challenges and opportunities on economic conditions. It is the finance the road to high performance.As part of their response to theeconomic downturn, companies organization that must take the lead Since the time we conducted theare readjusting their workforce in driving the enterprise toward most recent installment of ourpriorities. With the need to reduce continuing value creation, ensuring research, much has changed in theorganizational costs, companies are that the enterprise possesses the fundamentals of the global economy.pursuing such actions as taking a more strategies, capabilities and information However, what has not changed is theglobal approach to sourcing talent and to succeed in a hypercompetitive fact that talent management is morefundamentally redesigning processes global market even as it continues relevant than ever—especially thoseto separate lower-cost transactional to control and contain costs. talent management capabilities thatactivities from value-added analytical Perhaps the most important factor enable companies to adapt to varyingactivities. They also are revisiting their in accomplishing this critical goal market conditions.compliance and ethics activities is the finance workforce. 2
  4. 4. Significant gaps in For instance, respondents actually do. For example, 56 percenta critical workforce viewed regular and meaningful of executives believed in makingOur study indicates that finance communication between employees coaching and mentoring an integralexecutives are not especially and their supervisors and other part of everyone’s responsibilities,enthusiastic about the state of their finance leaders as most critical to but only 37 percent enforce thefinance workforce. Only 9 percent maintaining a workforce capable practice. Fifty-five percent ofof finance executives surveyed were of delivering high performance. respondents believed that leadersvery satisfied with the effectiveness But such communication occurred should be proactive in buildingof their organization’s finance in only 48 percent of the participating relationships at all levels of theworkforce and just one-fourth said companies. Similarly, having key organization, but only 36 percenttheir finance workforce possessed finance business processes did so. Furthermore, encouraging“deep and specialized” skills. documented and understood by innovation and providing employees employees was deemed critical by with opportunities to share their ideasDespite these statistics, only one- was viewed as an important part 58 percent of respondents, but onlythird of finance executives said of the finance leadership role by 44 percent said they had put it intothey planned to implement new 52 percent of executives, but only practice. Put simply, this means thatworkforce programs such as leadership 38 percent said that such a culture in over half of the companies wedevelopment, retention, rewards/ existed within their organization. surveyed, employees didn’t thoroughlycompensation, career development understand their own business’sor performance measurement in the These are significant gaps, especially processes, and in many cases a lacknext two years. In fact, our survey when one considers that these of documentation would thwart anyshowed that many companies were practices were self-defined as efforts to learn about them.lagging in implementing practices important by survey respondents.they themselves consider critical to Our survey revealed even larger Further, when we examine a secondbuilding and sustaining a superior gaps in other areas between what tier of criticality, the gaps grow evenfinance workforce (Figure 1). executives know to be important larger. For example, while nearly half and what they and their enterprises of the respondents (49 percent)Figure 1: Finance Workforce Practices: Top Tier in Importance versus Extent Employed 60%Regular and meaningful communication occurs 48% 59%A formal performance management program is in place 60%Key processes are documented and understood 58% 44%Industry benchmarked/competitive salaries and benefits 56%are offered 45%Coaching and mentoring activities are an integral part 56%of everyone’s responsibilities 37%Leaders proactively build relationships at all levels 55% 36%Performance rewards tie to both individual success 53%and enterprise profitability 44%Finance leadership encourages innovation and provides 52%employees with the opportunities to share ideas 38%Training and training materials are readily available 52%to employees when needed 43% 49%Well-defined talent sourcing strategy is in place 16%Financial Planning and Analysis division reports into 49%the finance function 55%Formal finance competency model is in place defining 48%required skills 30%Critical feedback is provided in real time and is an 48%embedded part of the finance function culture 33%Well-defined talent selection process is in place 47% 27%Career advancement includes rotations through various 47%roles within finance 33% 0% 10% 20% 30% 40% 50% 60% Seen as Critical Employed by Companies3
  5. 5. believed having a well-defined talent What these figures suggest is that Just as troubling are the things thatsourcing strategy is critical to the many companies are not only ill- most finance executives do not viewfinance function’s success, such a prepared to compete for talent in the as critical to high performance in thestrategy is in place in only 16 percent global market, they are also at risk of global arena (Figure 2). For example,of the companies surveyed. Similarly, making bad hires—engaging people at a time when the pressure to keep47 percent believed a well-defined who may not have the skills the overhead costs low is intense, wetalent selection process is equally finance function needs to support the would expect finance executives toimportant, but only 27 percent had strategy and operations of the larger be more interested in using sharedsuch a process in place. Companies enterprise. In addition, the lack of services or centers of excellence.also said they struggle to build rigor and process around talent After all, both of these tactics enablecompetency models for the finance sourcing and selection may prevent companies to more effectively leveragefunction, which may explain why organizations from fully surveying the their existing resources. In addition,so many lacked defined sourcing pool of available talent. Indeed, our by centralizing employees via sharedor selection practices. In fact, research shows that companies are services or centers of excellence,almost half (48 percent) of executives more likely to fill finance management a company reduces redundancysurveyed thought having a formal positions from within the finance and duplicate roles, thereby directlyfinance competency model that function (47 percent) than from reducing overhead costs. However,defines required skills is important, outside the enterprise (38 percent), shared services and centers ofbut just 30 percent had such a perhaps missing the best available excellence were viewed as criticalmodel in place. Further, among the talent (something that’s especially to effective finance workforce42 percent who believed having a critical during down times, when good management by just 35 percentformal finance model for different talent may be more plentiful due to of respondents.career levels is critical, only 26 downsizing efforts by otherpercent actually employed one. companies).Figure 2: Finance Workforce Practices: Bottom Tier in Importance versus Extent EmployedEmployee satisfaction surveys are regularly conducted 46%and results are shared 49%Finance management positions are often sourced from 43%within finance 47%Formal finance competency model is in place for different 42%career levels 26%Finance leadership provides employees the time necessary 40%to complete training 37%Individuals are encouraged to proactively seek training 40%on new topics and technologies 33%Formal finance training program is in place with 40%a curriculum linked to developing required skills 25%Role descriptions are clearly aligned with key processes 38% 28%Creative benefits are offered based on strategic surveys 38%of employees’ needs/desires 35%Global and local communities of practices have been 37%established and are effective at sharing knowledge 34%Centers of Excellence are employed for scarce skills such 35%as M&A work, complex deal pricing or tax strategy 40%Finance shared services are utilized 35% 46%Organizational charts are kept up to date and are 34%easily accessible 42%A knowledge management tool has been provided (such 32%as a database for capturing and sharing intellectual assets) 20%Finance function focuses on re-training the existing 31%finance workforce rather than the hire/fire approach 31%Finance management positions are often sourced from 22%the external market with experienced professionals 38%Finance management positions are often sourced 15%from line management 16% 0% 10% 20% 30% 40% 50% Seen as Critical Employed by Companies 4
  6. 6. Achieving mastery over organization runs. Without an Using the Accenture Talentfinance workforce challenges adequate supply of those skills, or Management Framework to guideIndeed, most companies in our without a sufficiently high-octane discussions, the Accenture teamsurvey indicated they had critical level of skills, the finance engine met with finance leaders globallyshortcomings in key finance sputters, misfires, and struggles to to understand the specific talentcapabilities—not only in the finance perform at a high level. To build the challenges they faced in defining,workforce as mentioned earlier, type of finance workforce necessary discovering, developing and deployingbut also more broadly across for the enterprise to excel in today’s talent. Issues uncovered ranged fromfinance organization management, challenging global environment, an aging workforce and lack ofenterprise performance management, companies must have a highly mobility in some locations to afinance and accounting operations, effective approach to talent skills shortage and high competitioncorporate finance, and enterprise risk management, built around four for talent in others.management. This situation could be key areas (Figure 4): defining talent To create a common platform forpreventing finance organizations from needs, discovering talent sources, discussing talent at a global level, aoperating at an optimal level. developing talent’s potential, and finance competency model and talent deploying talent strategically.However, a subset of the companies review toolkit was developed to gatherin our survey reported having more Defining talent needs key data on the finance workforce,advanced capabilities, on average, A truly effective finance analyze workforce trends and beginacross the five major capability workforce begins with a company to close the gap between theareas mentioned above. We call first understanding the business organization’s existing capabilitiesthese organizations “finance masters,” strategy and the finance and those of finance masters. Theand the differences between masters organization’s strategy, and competency model mapped keyand non-masters are striking. For subsequently defining the talent skills and competencies to rolesexample, masters were much more necessary to deliver on those in corporate, transactional andlikely than non-masters to employ strategies (beginning with a clear business unit finance.all but one of the leading workforce understanding of the talent currently A resulting talent management roadpractices identified as critical by on hand). To get the greatest return map provided the strategic directionAccenture, especially (Figure 3): from human capital investments, for the CFO to begin to create a a company must know where it• A formal finance competency finance workforce that could take the has leverage—which workforces model that defines required organization toward high performance. and areas of the business have the finance workforce skills. Among the elements the road map greatest strategic impact and are included were the following:• Finance leadership that encourages critical to maintaining the company’s innovation and offers employees distinctive capabilities. For most • Leadership development plan. opportunities to express and share companies today—especially global • Plan to embed the competency ideas. organizations grappling with the model in all talent management challenges of the multi-polar world— practices from recruitment to• A formal finance competency model the finance organization has become training and performance designed for different career levels. a strategically important workforce management.• The ready availability to employees and a valuable contributor to a of training and training materials company’s growth and profitability. • Link between talent management when needed. and enterprise performance One example of a company that management and key performance• A knowledge management tool that recognized the importance of the indicators. supports the capturing and sharing finance function and its talent is of intellectual assets. the enterprise created by the merger • Employee value proposition. of two large companies. The CFO • Guidance for evaluating and• Regular conducting of employee of the newly formed entity faced a improving employee engagement. satisfaction surveys in which major challenge in improving both the results are broadly shared. • Career management, including the efficiency and effectiveness of• Documentation and explanation career path mapping. the new finance organization. Working of key business processes. with Accenture, the CFO embarked • Coaching and mentoring.In particular, masters are strongly and on an ambitious effort to define atightly focused on talent management. new strategy for finance, whichThese organizations know that finance included developing a new globalskills are the fuel on which the finance finance talent strategy.5
  7. 7. Figure 3: Finance Workforce Practices Extent Employed: Masters versus Non-MastersPractices Employed by Participating Companies Masters Non-MastersWorkforce performanceGlobal and local communities of practices (i.e., informal networks of people with shared interests) have been 46% 34%established and are effective at sharing knowledgeA knowledge management tool has been provided (e.g., a database for capturing and sharing intellectual assets) 42% 17%Training and training materials are readily available to employees when needed 67% 41%Coaching and mentoring activities are an integral part of everyone’s responsibilities 54% 37%A formal performance management program is in place 62% 60%Critical feedback is provided in real time and is an embedded part of the finance organization culture 54% 33%Career advancement includes rotations through various roles within finance 42% 32%Finance competenciesFormal finance competency model is in place to define required skills 62% 28%Formal finance competency model is in place to define different career levels 58% 24%Formal finance training program is in place with a curriculum linked to developing required skills 33% 25%Finance organization structureFinance shared services are utilized 67% 45%Financial Planning and Analysis division reports to the finance organization 67% 55%Centers of Excellence are employed for scarce skills such as merger and acquisition work, complex deal pricing 37% 40%or tax strategyEmployee engagementIndustry benchmarked/competitive salaries and benefits are offered 71% 46%Creative benefits are offered based on strategic surveys of employees’ needs/desires (flex-time, floating 58% 33%holidays, tuition, childcare, etc.)Employee satisfaction surveys are regularly conducted and results are shared 71% 48%Regular and meaningful communication occurs 58% 47%Organizational charts are kept up to date and are easily accessible 62% 40%Leaders proactively build relationships at all levels 58% 35%Key processes are documented and understood 67% 42%Role descriptions are clearly aligned with key processes 50% 26%Performance rewards tied to both individual success and enterprise profitability 58% 45%Workforce adaptabilityIndividuals are encouraged to proactively seek training on new topics and technologies 62% 33%Finance leadership encourages innovation and provides employees with the opportunities to share ideas 71% 37%Finance organization focuses on retraining the existing finance workforce rather than the hire/fire approach 42% 29%Finance leadership provides employees the time necessary to complete training 50% 36%Talent managementWell-defined talent sourcing strategy is in place 42% 14%Well-defined talent selection process is in place 54% 24%Finance management positions are often sourced from within finance 62% 48%Finance management positions are often sourced from line management 29% 14%Finance management positions are often sourced from the external market with experienced professionals 50% 37% 6
  8. 8. Discovering talent sources • What attrition rate am I incurring projections allow the companyOnce a company has identified (loss and shrinkage)? to make strategic decisions aboutits critical talent needs, the next whether to hire new employees, enlist • Do I understand future demand forchallenge is to consider where that contractors or outsource the work. Dan skills (supply/demand balancing)?talent could come from. Indeed, Hilbert, the Valero executive in chargeparticipants in our survey indicated For example, the Texas-based of the project feels, “For the first time,one of the biggest opportunities oil-refining giant Valero Energy talent pipelines can now be developedpresented by globalization is access Corporation won Workforce years in advance to meet specificto a broader base of skilled workers Management magazine’s award for future talent needs. It’s prettyat competitive costs. In Accenture’s innovation in 2006 for developing revolutionary stuff.”experience, leading companies one of the first talent supply chains.1 This capability has become essential intypically use a supply chain approach Beginning in 2002, Valero used the a multi-polar world, as organizationsto talent sourcing, asking questions chain to reduce the time required to everywhere need to understand globalsuch as: fill an open position from 120 days talent markets, how to access new to 40 days, and to reduce the cost• What talent do we have (inventory)? talent and where they should consider per hire from $12,000 to $2,300. alternative talent sourcing strategies.• What sources of talent supply are This improvement came while the To maintain a future flow of talent available? company was growing phenomenally, and to inculcate the adaptability from 2,000 employees in 2000 to• Should I push inventory on my necessary to respond to changing about 22,000 by 2006, with annual suppliers (contingent sources of market conditions, this understanding revenues of $75 billion. talent)? must become second nature for The most significant results, however, organizations in pursuit of high• Where should my people be located were strategic. The talent supply performance. (warehousing)? chain now enables Valero to forecast• Can I source from lower-cost demand for talent three years out, at locations? the division and job-title level. TheseFigure 4: A Strategic Approach to Finance Talent Management Talent Mindset Define your talent needs Deploy your Measure Discover talent—right your sources place, right and align of talent time Develop your talent potential Talent Culture7
  9. 9. Developing talent’s potential comprehension to mastery) that expanded to cover employees in 84A capability for developing talent each employee should strive for countries; and more than 100,000involves ensuring that finance in relevant competency areas certificates have been awarded toemployees continually acquire new and aligned each role to training more than 62,000 active users.skills and capabilities and prepare opportunities. Ultimately, the finance Deploying talent strategicallyto take on new responsibilities. It organization believes the new career Companies with leading capabilitiesestablishes a central link between development support solution may create the best possible matchthe development of employees’ drive higher employee satisfaction, between their employees’ talentstalents and the accomplishment as well as encourage greater use of and aspirations and the needs of theof the organization’s purpose and other existing career development business—both in terms of day-to-daystrategy. In that way, employee assets (such as training courses), activities and in the longer term. Suchdevelopment is both ongoing and improve performance of employees enterprises show imagination in givingstrategic. Although an employee by clearly articulating and aligning their people opportunities to movedevelopment capability embraces expectations, and lead to higher within the organization, discoveringspecific educational or training retention, because employees will new capabilities within themselvesinitiatives, leading companies achieve have access to information that and gaining insights from previouslymuch of their finance employees’ provides greater clarity on career unfamiliar parts of the business.essential development simply as part opportunities and development Leaders also are adept at enablingof their daily work, through work roles within the finance organization. the sharing of knowledge and bestand special assignments, and through Siemens also has developed mastery practices, and in making their peoplerelationships with others. in developing the potential of its aware of how they can use theirFor example, a US-based financial talent. Working with Accenture, talents to best improve theinstitution set out to create a the company created a sustainable organization’s performance.comprehensive career development training solution that allows it For example, a global healthcaresupport program that would address to embed, retain and increase company has 1,200 finance peopleemployee demands for greater the competencies of its finance around the world, all of whom reporttransparency and clarification workforce in a rapidly changing to the finance organization but areof role expectations and career business environment. The new assigned to support different businessdevelopment opportunities. As a first training approach, supported by units or functions. This approachstep, the bank’s talent management Web-based training technology, enables finance to more effectivelygroup and Accenture conducted a covers six main training areas: support the business while alsoseries of focus groups with senior organization compliance and allowing its finance professionalsleaders and key finance professionals. management; accounting; reporting; a chance to develop their skills andThese focus groups enabled the team controlling; taxes; and treasury. expertise along a well-defined careerto identify the knowledge, abilities It is targeted to be used by more path. “If somebody is sitting out inand backgrounds of those employees than 100,000 Siemens employees Chile, for example,” explains a financewho were successfully performing worldwide, and has helped Siemens executive at this company, “he’s theeach finance role. With Accenture’s keep finance employees continually up finance manager there, making surehelp, the bank then used these to date in the face of constant change. the business in Chile is very successful.characteristics to establish a The program has also allowed Siemens This is his primary measure of success.robust competency model and to consolidate finance knowledge from However, he’s [also] part of the financecareer development architecture around the organization into one set organization—his career, his future, hisfor finance employees. of training programs, as well as to home is in finance—and the standards define specific curricula appropriateWith the new finance competency and processes he works with are set for each group in the financemodel in place, Accenture helped by me and the finance leadership organization. Employees benefit bythe bank to translate key elements team.” This, according to the finance gaining access to Web-based trainingof the model into a “front-end” career executive, addresses one of his and a consistent knowledge base withdevelopment support tool. This tool greatest challenges—getting everyone content updated quarterly—a vastserved as an online reference source in a highly decentralized organization improvement over the earlier time-for finance employees, allowing them moving in the same direction without consuming classroom training withto research information pertaining tampering with well-established and inconsistent and partly outdatedto their role or any other role in the effective reporting relationships—while content. The new training programorganization. For example, the new giving the employee the ability to has been in place for 33 months (asmodel identified the work experiences, move laterally or vertically within the of February 2009). During that time,education and certifications that are organization in pursuit of career the course catalog has grown to 261prerequisites for success in particular development. hours of training in 150 courses forroles. Similarly, the model defined 73 training units; the program haslevels of proficiency (from basic 8
  10. 10. Driving high performance with Encouragingly, a group of leadinga superior finance workforce companies have already demonstratedMastery of finance workforce mastery of the most significantmanagement issues is much more finance workforce challenges andthan a “nice-to-have.” Our survey opportunities. These masters haveresults, combined with Accenture’s deeper skills in several key aspectsexperience with leading companies of workforce management and inaround the world, indicate that the particular lead the way when it comesquality, productivity, and structure to talent management. Our researchof the finance workforce play a vital study and the insights gained fromrole in the finance function’s ability Accenture’s extensive consultingto achieve its objectives and create experience reveal a simple yetvalue for the larger enterprise. compelling pattern: Masters identifyAchieving objectives and creating the talent they need to pursue theirvalue are among the most important strategies, innovate in the sourcingcornerstones of high performance. of that talent, and then develop and deploy talent in alignment with theirHowever, many finance organizations most important business goals. Thisin pursuit of high performance proven approach enables financeare encountering an increasingly masters to avoid jettisoning thechallenging environment. In particular, wrong staff in the name of costthe forces of globalization have given cutting (thus compromising theirrise to aggressive new competitors, competitive position), get the besthave added complexity to the out of every resource they havesuccessful management of global access to, and create the kind oforganizations, and have opened workforce necessary to accelerateup new talent markets and sourcing the achievement of high performancemodels to navigate. Add to that the when economic conditions ultimatelychallenges associated with a global improve.economic downturn, and it isnot surprising that many financeexecutives struggle to make themost of this new world.Indeed, our research shows thatfinance executives are aware theyface several important workforce-related challenges and opportunities,yet in many cases they are not takingthe actions they should to lead theirpeople to the highest possible levelsof performance. For example, whenit comes to improving communication,documenting and teaching keybusiness processes, mentoringand building relationships, andencouraging innovation, executivesparticipating in our research weremuch more likely to recognize theneed than to be doing anything aboutthe problem. The same was true ofhaving well defined talent sourcingand selection strategies, consideredby many to be basic capabilities forbuilding a superior finance workforce.9
  11. 11. 10
  12. 12. About Accenture About Finance & We have the breadth of experience,Accenture is a global management Performance Management global resources, superior assetsconsulting, technology services The Accenture Finance & Performance and deep knowledge and insightsand outsourcing company. Management service line helps clients to help the CFO create new formsCombining unparalleled experience, on their journey to high performance of value. Our extensive research,comprehensive capabilities across by identifying critical issues relative to insight and innovation, globalall industries and business functions, the office of the CFO, setting strategic reach and delivery experienceand extensive research on the world’s direction and successfully delivering have made us a worldwide leader,most successful companies, Accenture innovative solutions to transform their serving thousands of clients everycollaborates with clients to help them finance management capabilities. We year, including many of the Fortunebecome high-performance businesses offer a range of financial consulting 500 companies across virtually alland governments. With approximately services, focusing on the areas industries. For more information, visit177,000 people serving clients of corporate finance, enterprise www.accenture.com/fm or contact:in more than 120 countries, the performance management, finance fpm.service.line@accenture.com.company generated net revenues operations and risk management.of US$23.39 billion for the fiscal year ended Aug. 31, 2008. Itshome page is www.accenture.com. 1Cheese, Peter; Thomas, RobertCopyright © 2009 AccentureAll rights reserved. J.; Craig, Elizabeth, The Talent Powered Organization: StrategiesAccenture, its logo, andHigh Performance Delivered for Globalization, Talent Managementare trademarks of Accenture. and High Performance, Kogan Page (2007) http://www.accenture.com/ talentpowered

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