Digital Skills Revolution: Insights from Hajra Karrim CFO
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Hajra Karrim, CFO, discusses the need for digital skills in finance. Here's how she is guiding her team to adapt to changing economic conditions and thrive.
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be they B2B or B2C firms, are driving increased
revenues through a superior digital customer
experience and are increasing efficiency and agility
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continued relevance and accuracy. We revised
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businesses prioritize to remain competitive?
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This document summarizes a survey of over 400 global CEOs about digital transformation:
- Nearly two-fifths of CEOs have digital transformation as a top boardroom priority and nearly a quarter personally lead transformation programs.
- CEOs are confident that digital transformation can help strategic objectives like efficiency and customer service, but barriers include inflexible technology, skills gaps, and security concerns.
- Improving the digital customer experience is a key driver, and most CEOs rate their experience as good or excellent, though security is a top barrier.
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- To succeed with digital transformation, companies need to develop a clear digital strategy, form strategic partnerships with digitally advanced vendors, and exploit open source solutions. They must eventually shift to a digital culture where digital is the core of their business.
- Case studies of Telefonica and Lebara show how they developed digital strategies, partnered with key solution providers, used open source components, and are shifting to digital-first mindsets. This approach helped boost their operations and customer experiences.
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- CEOs are confident that digital transformation can help strategic objectives like efficiency and customer service, but barriers include inflexible technology, skills gaps, and security concerns.
- Improving the digital customer experience is a key driver, and most CEOs rate their experience as good or excellent, though security is a top barrier.
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L'objectif de l'ICPP est d'identifier les domaines d'amélioration qui peuvent en fin de compte bénéficier à toutes les parties concernées, des compagnies maritimes aux gouvernements nationaux en passant par les consommateurs. Il est conçu pour servir de point de référence aux principaux acteurs de l'économie mondiale, notamment les autorités et les opérateurs portuaires, les gouvernements nationaux, les organisations supranationales, les agences de développement, les divers intérêts maritimes et d'autres acteurs publics et privés du commerce, de la logistique et des services de la chaîne d'approvisionnement.
Le développement de l'ICPP repose sur le temps total passé par les porte-conteneurs dans les ports, de la manière expliquée dans les sections suivantes du rapport, et comme dans les itérations précédentes de l'ICPP. Cette quatrième itération utilise des données pour l'année civile complète 2023. Elle poursuit le changement introduit l'année dernière en n'incluant que les ports qui ont eu un minimum de 24 escales valides au cours de la période de 12 mois de l'étude. Le nombre de ports inclus dans l'ICPP 2023 est de 405.
Comme dans les éditions précédentes de l'ICPP, la production du classement fait appel à deux approches méthodologiques différentes : une approche administrative, ou technique, une méthodologie pragmatique reflétant les connaissances et le jugement des experts ; et une approche statistique, utilisant l'analyse factorielle (AF), ou plus précisément la factorisation matricielle. L'utilisation de ces deux approches vise à garantir que le classement des performances des ports à conteneurs reflète le plus fidèlement possible les performances réelles des ports, tout en étant statistiquement robuste.
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Digital Skills Revolution: Insights from Hajra Karrim CFO
- 1. CULTIVATING DIGITAL SKILLS AND COMPETENCIES IN FINANCE | HAJRA KARRIM, CFO
- 2. The Digital Revolution in Finance The financial sector has been changed by technology, from algorithmic trading to blockchain-based transactions. As automation and artificial intelligence infiltrate various processes, new skills have emerged as prerequisites for success. As companies increasingly depend on data-driven insights to make informed decisions, the role of the CFO has transitioned from being a number cruncher to a strategic partner. Digital skills are not static; they require continuous learning and adaptation. As such, CFOs should foster a culture of lifelong learning within their finance teams. 01 02 03 www.medium.com/@hajrakarrimsa
- 3. Essential Digital Competencies Data Interpretation and Manipulation Information Technology (IT) Fulfillment Vendor Management Innovation and Adaptability www.medium.com/@hajrakarrimsa
- 4. Strategies for Nurturing Digital Competencies Identifying Talent Acquiring Talent Developing Talent Retaining Talent Cultivating a Digital Culture www.medium.com/@hajrakarrimsa
- 5. Collaboration between Finance and IT The relationship between the finance function and the IT department has become symbiotic. Collaborative efforts between these two departments are essential for successful digital transformation. Hajra Karrim CFO, emphasizes that “CFOs and CIOs must work hand-in- hand to align technology initiatives with strategic financial goals. www.medium.com/@hajrakarrimsa
- 6. Conclusion The future of finance is undeniably intertwined with digital transformation. Finance functions must embrace this reality and proactively equip their workforce with the necessary digital competencies to remain relevant and competitive. Finance leaders like Hajra Karrim CFO, recognize that the future of finance lies in a workforce that is not only financially astute but also digitally adept. www.medium.com/@hajrakarrimsa
- 7. Thank You Hajra Karrim CFO www.medium.com/@hajrakarrimsa