SlideShare a Scribd company logo
2014 High Performance Finance Research 
The new focus for 
the digital CFO 
Consumer 
Goods and Services 
Results
Copyright © 2014 Accenture All rights reserved. 
2 
High Performance Finance Research 2014 
Accenture has a legacy of finance research, covering five phases: 
Accenture’s ongoing research into the role of finance and enterprise performance mastery in an organization’s journey to High Performance 
High Performance Business Research Phase I (2003) 
High Performance Finance Research Phase II (2004/06) 
High Performance Finance Research Phase III (2007/08) 
High Performance Finance Research Phase IV (2010/11) 
High Performance Finance Research Phase V (2013/14) 
•In 2003, Accenture launched a research study to empirically determine the key ingredients of a high-performance business 
•Thus far, over 6,000 companies have been studied, including more than 500 that meet our criteria as high performers 
I 
•Investigated the role of finance in overall high performance 
•Over 150 CFO interviews globally and 170+ companies benchmarked 
•Ongoing study of the relationship between the finance function and high performance. 
•Conducted 14 group interviews with 100 finance executives from Global 500 companies 
•Explored the most pressing global challenges for finance executives 
•How they addressed these challenges. 
•The strategies and practices leading organizations employed to contribute to high performance in finance and the enterprise at large 
•Explored the environment that impacts Finance and creates a gap between laggards and high performance finance organizations 
•Priorities of HPF organizations may be aligned to Customers of Finance, while laggards may focus on transactional activities and are disconnected from customer priorities 
•Investigated the impact of globalization and technology on the CFO agenda, and how finance organizations establish the foundation for the digital enterprise by simplifying processes and enabling analytics to drive economic outcomes 
•Main focus lies on the themes the Digital Enterprise and CFO Led Transformation 
II 
III 
IV 
V
Copyright © 2014 Accenture All rights reserved. 
3 
High Performance Finance Research 2014 
Relevance of this research 
Almost 40% of respondents represent companies with revenues in excess of US$10bn 
The findings in this research are based on interim findings from 617 Global respondents versus 56 Consumer Goods and Services respondents 
Respondents were evenly spread across all major geographic regions 
62% of respondents were CFOs and the remainder were other senior finance executives
Copyright © 2014 Accenture All rights reserved. 
4 
High Performance Finance Research 2014 
Key findings | Global 
Managing volatility 
Navigating complexity 
The CFO as architect of business value 
•Finance functions have made significant progress in addressing powerful external forces that affect performance 
•Compared with our 2011 study, a lower proportion of CFOs say that regulation, permanent volatility, big data and analytics, and talent, are having a high impact on the performance of their finance function 
•CFOs are more satisfied with the performance of their teams than at any time since 2008 
•Many of the key challenges facing finance relate to complexity, including complex legacy systems, addressing multiple stakeholders needs, supporting complex operating models, and mitigating new and complex risks 
•CFOs are structuring finance so that it has the flexibility to respond to complexity. They are implementing new operating models and technologies—a common theme is standardization 
•Companies are reducing their focus on cost control, and placing greater emphasis on growth activities 
•23% expect that their CFO will drive a broad enterprise transformation agenda in two years’ time 
The rise of digital on the CFO agenda 
•Many organizations are planning to invest heavily in digital technologies 
•Most organizations are at a relatively early stage of harnessing big data 
•CFOs are not just involved in digital technology investment decisions; some are getting in the driver’s seat 
High-performance businesses have more influential CFOs 
•They are more likely to report high levels of satisfaction with their finance function 
•They tend to have CFOs who have seen their strategic influence grow in recent years 
•They are more likely to have carried out operating model rationalization 
•They tend to have finance leaders that are more engaged in assessing technology investments
Copyright © 2014 Accenture All rights reserved. 
5 
High Performance Finance Research 2014 
Key findings | Consumer Goods and Services (CG&S) 
Key challenges facing the CG&S CFO 
Key priorities 
Key digital investments 
•Navigating permanent volatility, and also dealing with changes in the regulatory environment 
•Ensuring that the finance function is effective and flexible in delivering what the business needs 
•Dealing with legacy systems and managing new and complex risks 
•Finding the resources to execute transformation plans and overcoming resistance to change 
•Adoption of big data/analytics to accelerate insights and drive integration of business services 
•Providing insightful analytics to all enterprise functions 
•Ongoing functional cost reduction, operating model rationalization, and supply chain optimization 
•Partnering with the CEO to drive transformational change 
•Big data and analytics will experience particularly strong increases in investment, as will cloud computing 
•Social media will continue to play a key role in accessing new consumers and establishing a competitive advantage 
•The CFO is heavily involved in assessing technology investments, especially in redefining the cost model of the business and monitoring the return on these investments, once new technologies are deployed
Copyright © 2014 Accenture All rights reserved. 
6 
High Performance Finance Research 2014 
Global findings indicate that regulation and permanent volatility are having the biggest impact on the finance function 
21% 
29% 
34% 
38% 
39% 
53% 
55% 
54% 
55% 
56% 
26% 
16% 
12% 
6% 
6% 
Talent - Major changes in demographics, 
needs, and skills of the finance workforce 
Digital Technology – Existing and emerging technologies such as mobility, social media, cloud, SaaS (Software as a Service) applied to create a digital … 
Big Data and Analytics - Increasing amount 
and sources of data volumes; and lack of 
synergy across systems and platforms 
Permanent Volatility - Globalization, 
uncertainty, pricing pressures and volatility 
Regulation - Shifting legislative, regulatory 
and compliance regimes 
High impact 
Moderate impact 
No impact or low impact 
How would you rate the effect of the following environmental developments on your finance function’s performance? 
Global findings 
•Regulation and permanent forces such as globalization and pricing pressures seem to have the highest effect on the performance of the finance function on a global level 
•Regulation shifts are seen as of much greater impact in the global sample than the CG&S one 
•The majority of the surveyed companies rate the environmental developments as having a moderate or high impact, something which seems to underline the need for an agile and flexible Finance function 
Digital Enterprise
Copyright © 2014 Accenture All rights reserved. 
7 
High Performance Finance Research 2014 
Permanent volatility is also a concern for CG&S respondents, as are regulation and big data and analytics 
How would you rate the effect of the following environmental developments on your finance function’s performance? 
CG&S findings 
•Permanent volatility is the most significant environmental factor for the finance function of CG&S companies, though its perceived impact is lower than in the global sample 
•Regulation and big data and analytics are considered by CG&S executives to have an equally high impact 
•Overall, the global sample of respondents considers the impact of environmental developments to be greater than that of CG&S respondents 
Digital Enterprise 
34% 
30% 
30% 
29% 
18% 
59% 
63% 
52% 
55% 
46% 
7% 
18% 
16% 
36% 
Permanent Volatility - Globalization, uncertainty, 
pricing pressures and volatility 
Regulation - Shifting legislative, regulatory and 
compliance regimes 
Big Data and Analytics - Increasing amount and 
sources of data volumes; and lack of synergy 
across systems and platforms 
Digital Technology – Existing and emerging technologies such as mobility, social media, cloud, SaaS (Software as a Service) applied to create a digital business 
Talent - Major changes in demographics, needs, 
and skills of the finance workforce 
High impact 
Moderate impact 
No impact or low impact 
7%
Copyright © 2014 Accenture All rights reserved. 
8 
High Performance Finance Research 2014 
Globally, effectiveness of the finance function for business is considered very important 
How important are the following dimensions to the overall performance of your finance function? 
CFO-led transformation 
66% 
58% 
51% 
51% 
50% 
48% 
43% 
29% 
28% 
27% 
18% 
17% 
30% 
37% 
44% 
42% 
44% 
49% 
48% 
63% 
65% 
61% 
59% 
71% 
3% 
4% 
5% 
6% 
5% 
3% 
8% 
8% 
6% 
11% 
20% 
11% 
1% 
1% 
1% 
1% 
1% 
1% 
1% 
3% 
1% 
Effectiveness of the finance function for the business (delivering what the 
business needs) 
Finance workforce effectiveness (productivity of the finance professional) 
Contributing to financial performance of the enterprise 
Flexibility of the finance function (ability to rapidly change in response to 
changing market conditions) 
Managing financial and non-financial risks 
Efficiency of the finance function for the business (cost to serve) 
Driving positive enterprise-wide change (leading programs beyond the finance 
function) 
Contributing to the strategic direction of the enterprise 
Addressing regulatory/compliance issues 
Preparing for growth 
Addressing sustainability issues (e.g. tracking carbon footprint) 
Capitalising on M&A opportunities – as acquirer or potential target 
Very important 
Important 
Unimportant 
Not important at all
Copyright © 2014 Accenture All rights reserved. 
9 
High Performance Finance Research 2014 
How important are the following dimensions to the overall performance of your finance function? 
CFO-led transformation 
68% 
57% 
54% 
50% 
45% 
45% 
38% 
36% 
27% 
23% 
16% 
13% 
30% 
38% 
45% 
41% 
50% 
50% 
54% 
54% 
66% 
64% 
54% 
68% 
4% 
7% 
4% 
4% 
9% 
5% 
11% 
29% 
Effectiveness of the finance function for the business (delivering what the 
business needs) 
Flexibility of the finance function (ability to rapidly change in response to 
changing market conditions) 
Finance workforce effectiveness (productivity of the finance professional) 
Managing financial and non-financial risks 
Contributing to financial performance of the enterprise 
Efficiency of the finance function for the business (cost to serve) 
Driving positive enterprise-wide change (leading programs beyond the finance 
function) 
Preparing for growth 
Addressing regulatory/compliance issues 
Contributing to the strategic direction of the enterprise 
Addressing sustainability issues (e.g. tracking carbon footprint) 
Capitalizing on M&A opportunities – as acquirer or potential target 
Very important 
Important 
Unimportant 
Not important at all 
7% 
CG&S respondents also rate effectiveness, as well as flexibility and productivity, as very important for the finance function 
2% 
1% 
18%
Copyright © 2014 Accenture All rights reserved. 
10 
High Performance Finance Research 2014 
Satisfaction with overall performance of their finance function is quite high 
How satisfied are you with the overall performance of your finance function across the following dimensions? 
CFO-led transformation 
42% 
38% 
35% 
35% 
33% 
28% 
22% 
19% 
15% 
15% 
14% 
7% 
45% 
46% 
48% 
48% 
46% 
55% 
67% 
66% 
67% 
59% 
67% 
69% 
9% 
14% 
12% 
13% 
15% 
13% 
9% 
11% 
15% 
21% 
16% 
19% 
4% 
2% 
4% 
4% 
5% 
4% 
2% 
3% 
3% 
5% 
3% 
4% 
1% 
1% 
1% 
1% 
Effectiveness of the finance function for the business (delivering what the 
business needs) 
Finance workforce effectiveness (productivity of the finance professional) 
Flexibility of the finance function (ability to rapidly change in response to 
changing market conditions) 
Managing financial and non-financial risks 
Driving positive enterprise-wide change (leading programs beyond the finance 
function) 
Contributing to financial performance of the enterprise 
Efficiency of the finance function for the business (cost to serve) 
Contributing to the strategic direction of the enterprise 
Addressing regulatory/compliance issues 
Addressing sustainability issues (e.g. tracking carbon footprint) 
Preparing for growth 
Capitalizing on M&A opportunities – as acquirer or potential target 
Very satisfied 
Satisfied 
Neither satisfied nor dissatisfied 
Dissatisfied 
Very dissatisfied
Copyright © 2014 Accenture All rights reserved. 
11 
High Performance Finance Research 2014 
CG&S respondents appear less satisfied than their global counterparts 
How satisfied are you with the overall performance of your finance function across the following dimensions? 
CFO-led transformation 
39% 
39% 
36% 
34% 
25% 
25% 
21% 
16% 
16% 
14% 
9% 
5% 
46% 
34% 
48% 
43% 
59% 
57% 
63% 
64% 
63% 
64% 
66% 
63% 
18% 
11% 
14% 
13% 
16% 
9% 
18% 
16% 
18% 
21% 
29% 
5% 
9% 
5% 
9% 
4% 
7% 
4% 
2% 
4% 
4% 
Effectiveness of the finance function for the business (delivering what the 
business needs) 
Driving positive enterprise-wide change (leading programs beyond the finance 
function) 
Flexibility of the finance function (ability to rapidly change in response to 
changing market conditions) 
Finance workforce effectiveness (productivity of the finance professional) 
Managing financial and non-financial risks 
Contributing to financial performance of the enterprise 
Efficiency of the finance function for the business (cost to serve) 
Addressing regulatory/compliance issues 
Preparing for growth 
Contributing to the strategic direction of the enterprise 
Addressing sustainability issues (e.g. tracking carbon footprint) 
Capitalizing on M&A opportunities – as acquirer or potential target 
Very satisfied 
Satisfied 
Neither satisfied nor dissatisfied 
Dissatisfied 
Very dissatisfied
Copyright © 2014 Accenture All rights reserved. 
12 
High Performance Finance Research 2014 
CG&S respondents face similar challenges as compared to their global counterparts, and they find legacy systems and managing complex risks most daunting 
Which of the following are your greatest challenges as a senior finance executive? 
Digital Enterprise 
55% 
50% 
48% 
46% 
28% 
26% 
25% 
22% 
22% 
20% 
18% 
15% 
13% 
61% 
48% 
48% 
50% 
21% 
16% 
16% 
29% 
29% 
21% 
18% 
14% 
11% 
Global 
CG&S 
Complex legacy systems and environment 
The need to optimize the capital structure of the enterprise 
Managing the complex needs of all stakeholders (board of directors, investors, etc.) 
Managing new and complex financial, business and operational risks 
The need to support complex enterprise operating models, making process standardization difficult across finance 
Adapting the service model to align with business strategies and improve performance 
Lack of integration between corporate vision, strategy, operating plans and reporting processes 
Not enough time to focus on value-oriented finance capabilities due to high level of manual work, attention on controls or regulatory requirements 
Finding and retaining a skilled finance workforce 
Converting increased volumes of data into business insight to meet the speed required for decision making 
Inadequate access to appropriate enterprise-wide performance management information 
Lack of value-oriented culture and finance acumen throughout the enterprise 
Insufficient funding to enhance the finance function’s capabilities
Copyright © 2014 Accenture All rights reserved. 
13 
High Performance Finance Research 2014 
28% 
16% 
36% 
39% 
36% 
45% 
Today 
2 Years 
Primarily on cost control 
Primarily on investment in growth-oriented activities (e.g. innovation, market expansion, etc.) 
About evenly split between cost control and growth 
22% 
11% 
24% 
28% 
55% 
61% 
Today 
2 Years 
The focus of CG&S respondents is more balanced between growth investments and cost controls, and that balance is expected to become more prevalent in the future 
Which ONE of the following best characterizes your company’s/organization’s overall focus today and which do you expect to characterize your focus in two years’ time? 
CFO-led transformation 
Global findings 
CG&S findings
Copyright © 2014 Accenture All rights reserved. 
14 
High Performance Finance Research 2014 
CG&S CFOs are measured on similar parameters as compared to their global peers, with other profitability metrics significantly trumping the importance of EBITDA 
Which of the following are used to measure the performance of your CFO? 
CFO-led transformation 
58% 
50% 
45% 
44% 
39% 
34% 
32% 
30% 
28% 
28% 
24% 
13% 
10% 
64% 
38% 
45% 
34% 
36% 
43% 
39% 
29% 
34% 
36% 
23% 
11% 
5% 
Profitability 
EBITDA 
Return on Capital (ROC) / Return on Invested Capital (ROIC) 
Cost/Cost Ratios 
Total Shareholder Return (TSR) 
EPS/Net Income 
Cash Flow 
Operating Income Margin 
Cost of Finance as a % of Revenue 
Revenue Growth 
Return on Equity (ROE) 
Other finance function measures (e.g. days to close) 
Non-financial measures (e.g. attrition) 
Global 
CG&S
Copyright © 2014 Accenture All rights reserved. 
15 
High Performance Finance Research 2014 
Like their global counterparts, CG&S CFOs are likely to partner mainly with the CEO, COO and CSO to drive transformational change 
Which of the following C-level executives does the CFO partner with to drive transformational change? 
CFO-led transformation 
81% 
46% 
39% 
25% 
24% 
24% 
21% 
21% 
83% 
40% 
40% 
23% 
21% 
9% 
32% 
34% 
Chief Executive Officer 
Chief Operating Officer 
Chief Strategy Officer 
Chief Information Officer 
Chief Procurement Officer 
Chief Risk Officer 
Chief Marketing Officer 
Chief Human Resources Officer 
Global 
CG&S
Copyright © 2014 Accenture All rights reserved. 
16 
High Performance Finance Research 2014 
Globally CFOs have seen their influence increase in areas like enterprise functions, regulation, strategic decision making etc., but reduce in areas like leveraging digital technologies, transaction processing etc. 
Over the past two years, to what degree has the CFO’s influence across the following enterprise activities changed? 
CFO-led transformation 
21% 
21% 
20% 
17% 
16% 
12% 
12% 
11% 
11% 
10% 
10% 
10% 
40% 
40% 
40% 
43% 
45% 
61% 
40% 
33% 
30% 
35% 
32% 
26% 
32% 
36% 
37% 
37% 
37% 
25% 
47% 
53% 
54% 
43% 
55% 
55% 
6% 
2% 
3% 
3% 
2% 
2% 
1% 
2% 
4% 
12% 
2% 
7% 
1% 
1% 
1% 
1% 
1% 
2% 
Partnering effectively with other enterprise functions 
Proactively responding to regulatory changes 
Providing insightful analytics to the company/enterprise 
Executing business transformation initiatives 
Building the business case for transformation 
Challenging and supporting strategic decision-making 
Influencing the strategic planning process 
Transforming the business model 
Executing transaction processing activities 
Identifying growth opportunities 
Transforming the operating model 
Leveraging digital technologies (e.g. Cloud, analytics, mobile) 
Significant increase 
Increase 
No change 
Decrease 
Significant decrease
Copyright © 2014 Accenture All rights reserved. 
17 
High Performance Finance Research 2014 
CG&S CFOs have similarly seen an increase in their influence across the spectrum of enterprise activities 
Over the past two years, to what degree has the CFO’s influence across the following enterprise activities changed? 
CFO-led transformation 
19% 
15% 
15% 
13% 
13% 
11% 
11% 
11% 
11% 
11% 
9% 
9% 
42% 
43% 
40% 
47% 
30% 
62% 
40% 
34% 
32% 
32% 
55% 
47% 
34% 
42% 
45% 
30% 
53% 
26% 
49% 
51% 
43% 
38% 
30% 
42% 
6% 
9% 
4% 
4% 
11% 
19% 
6% 
2% 
2% 
Providing insightful analytics to the company/enterprise 
Executing business transformation initiatives 
Building the business case for transformation 
Partnering effectively with other enterprise functions 
Transforming the business model 
Challenging and supporting strategic decision-making 
Transforming the operating model 
Executing transaction processing activities 
Leveraging digital technologies (e.g. Cloud, analytics, mobile) 
Identifying growth opportunities 
Proactively responding to regulatory changes 
Influencing the strategic planning process 
Significant increase 
Increase 
No change 
Decrease 
Significant decrease
Copyright © 2014 Accenture All rights reserved. 
18 
High Performance Finance Research 2014 
Both global and CG&S organizations have initiated or completed activities such as functional cost reduction and operating model rationalization in the past two years, whereas CG&S organizations have focused relatively more on areas such as supply chain and new markets 
Which of the following has your organization initiated or completed in the past two years? 
CFO-led transformation 
75% 
66% 
53% 
43% 
42% 
35% 
35% 
31% 
25% 
23% 
22% 
19% 
77% 
70% 
45% 
52% 
48% 
34% 
64% 
29% 
27% 
38% 
29% 
18% 
Functional cost reduction 
Operating model rationalization 
Business portfolio rationalization 
New market entry 
Product/service rationalization 
Mergers and acquisitions 
Supply chain optimization 
Workforce rationalization 
Shared services creation/expansion 
Sustainability or Green initiatives 
Shift to digital technology and businesses 
Outsourcing 
Global 
CG&S
Copyright © 2014 Accenture All rights reserved. 
19 
High Performance Finance Research 2014 
Like their global counterparts, CG&S CFOs are deeply involved in visioning functional cost reduction and operating model rationalization; their involvement is higher in areas such as product/service rationalization and new market entry 
For which of the following has the CFO been involved in vision? 
CFO-led transformation 
72% 
54% 
35% 
33% 
32% 
22% 
21% 
19% 
18% 
18% 
13% 
10% 
72% 
53% 
38% 
40% 
26% 
26% 
30% 
26% 
26% 
19% 
9% 
8% 
Functional cost reduction 
Operating model rationalization 
Business portfolio rationalization 
New market entry 
Mergers and acquisitions 
Global sustainability 
Product/service rationalization 
Shared services creation/expansion 
Supply chain optimization 
Workforce rationalization 
Outsourcing 
Digital revolution 
Global 
CG&S
Copyright © 2014 Accenture All rights reserved. 
20 
High Performance Finance Research 2014 
The involvement of CG&S CFOs in design is even greater in areas such as functional cost reduction and new market entry 
For which of the following has the CFO been involved in design? 
CFO-led transformation 
69% 
45% 
29% 
28% 
24% 
20% 
16% 
16% 
15% 
14% 
11% 
9% 
72% 
40% 
26% 
34% 
24% 
22% 
14% 
14% 
14% 
14% 
6% 
4% 
Functional cost reduction 
Operating model rationalization 
Mergers and acquisitions 
New market entry 
Business portfolio rationalization 
Global sustainability 
Workforce rationalization 
Product/service rationalization 
Shared services creation/expansion 
Supply chain optimization 
Outsourcing 
Digital revolution 
Global 
CG&S
Copyright © 2014 Accenture All rights reserved. 
21 
High Performance Finance Research 2014 
… which is also the case with implementation 
For which of the following has the CFO been involved in implementation? 
CFO-led transformation 
72% 
42% 
28% 
27% 
21% 
20% 
17% 
17% 
13% 
12% 
12% 
9% 
76% 
44% 
18% 
32% 
22% 
22% 
12% 
20% 
20% 
14% 
10% 
4% 
Functional cost reduction 
Operating model rationalization 
Mergers and acquisitions 
New market entry 
Global sustainability 
Business portfolio rationalization 
Workforce rationalization 
Shared services creation/expansion 
Supply chain optimization 
Product/service rationalization 
Outsourcing 
Digital revolution 
Global 
CG&S
Copyright © 2014 Accenture All rights reserved. 
22 
High Performance Finance Research 2014 
Global CFOs consider building a business case and measuring the benefits of transformation as most challenging 
Which of the following aspects of business transformation does your organization find most challenging? (Enter consecutive answers in the range 1 to 3 where 1 is the most challenging) 
CFO-led transformation 
50% 
42% 
34% 
32% 
31% 
30% 
28% 
24% 
19% 
26% 
27% 
39% 
36% 
33% 
36% 
36% 
40% 
30% 
24% 
31% 
27% 
32% 
36% 
34% 
36% 
36% 
51% 
Building the business case for transformation 
Measuring the business benefits of transformation 
Finding the resources to execute the transformation plan 
Achieving profitability without increasing revenues 
Identifying the right expertise to execute the transformation plan 
Reaching consensus among key stakeholders 
Managing the change process 
Overcoming resistance to change 
Explaining the benefits of the change to key external stakeholders 
1 
2 
3
Copyright © 2014 Accenture All rights reserved. 
23 
High Performance Finance Research 2014 
CG&S CFOs consider finding the resources to execute transformation plans and overcoming resistance to change as most challenging 
Which of the following aspects of business transformation does your organization find most challenging? (Enter consecutive answers in the range 1 to 3 where 1 is the most challenging) 
CFO-led transformation 
45% 
45% 
41% 
33% 
33% 
28% 
23% 
19% 
13% 
41% 
27% 
29% 
42% 
37% 
32% 
31% 
25% 
38% 
14% 
27% 
29% 
25% 
30% 
40% 
46% 
56% 
50% 
Finding the resources to execute the transformation plan 
Overcoming resistance to change 
Measuring the business benefits of transformation 
Building the business case for transformation 
Managing the change process 
Reaching consensus among key stakeholders 
Identifying the right expertise to execute the transformation plan 
Achieving profitability without increasing revenues 
Explaining the benefits of the change to key external stakeholders 
1 
2 
3
Copyright © 2014 Accenture All rights reserved. 
24 
High Performance Finance Research 2014 
Compared to their global counterparts, CG&S organizations are similarly inclined to use digital technologies such as big data and analytics and cloud computing 
Organizations use digital technologies to … 
Digital Enterprise 
65% 
53% 
23% 
17% 
14% 
53% 
51% 
20% 
14% 
18% 
Big Data and/or Analytics 
Cloud Computing and/or 
Softwareas a Service 
(SaaS) 
Mobile 
Social Media 
N/A, not using digital 
technologies 
Global 
CG&S 
…deliver tangible business results for stakeholders 
72% 
57% 
19% 
13% 
9% 
63% 
54% 
10% 
12% 
10% 
Big Data and/or 
Analytics 
Cloud Computing 
and/or Softwareas a 
Service (SaaS) 
Mobile 
Social Media 
N/A, not using digital 
technologies 
… accelerate insights for better decision-making
Copyright © 2014 Accenture All rights reserved. 
25 
High Performance Finance Research 2014 
CG&S organizations are ahead of their global counterparts in using digital technologies, especially social media, to access new consumers and establish a competitive advantage 
Organizations use digital technologies to … 
Digital Enterprise 
… create access to new consumers 
… establish a competitive advantage 
62% 
60% 
58% 
53% 
18% 
78% 
59% 
55% 
39% 
10% 
Social Media 
Mobile 
Big Data and/or Analytics 
Cloud Computing and/or 
Softwareas a Service (SaaS) 
N/A, not using digital 
technologies 
Global 
CG&S 
67% 
63% 
56% 
51% 
28% 
71% 
67% 
54% 
63% 
13% 
Cloud Computing and/or 
Softwareas a Service (SaaS) 
Big Data and/or Analytics 
Mobile 
Social Media 
N/A, not using digital 
technologies
Copyright © 2014 Accenture All rights reserved. 
26 
High Performance Finance Research 2014 
CG&S organizations, as well as Global ones, rely heavily on cloud computing and big data/analytics to achieve integration of business services 
Which digital technologies are being used by your organization to achieve integration of business services across the enterprise (e.g. finance, HR)? 
Digital Enterprise 
69% 
66% 
17% 
11% 
18% 
67% 
58% 
14% 
25% 
14% 
Cloud Computing and/or Softwareas a Service 
(SaaS) 
Big Data and/or Analytics 
Mobile 
Social Media 
N/A, not using digital technologies 
Global 
CG&S
Copyright © 2014 Accenture All rights reserved. 
27 
High Performance Finance Research 2014 
CFOs are considered quite important in driving a diverse set of outcomes for their organizations 
How important is having the CFO drive these outcomes for your organization? 
Digital Enterprise 
49% 
46% 
43% 
39% 
32% 
32% 
29% 
29% 
26% 
21% 
17% 
39% 
43% 
43% 
51% 
36% 
49% 
53% 
39% 
59% 
64% 
61% 
9% 
9% 
11% 
9% 
21% 
15% 
14% 
22% 
11% 
14% 
19% 
2% 
1% 
2% 
9% 
3% 
3% 
8% 
3% 
1% 
2% 
1% 
1% 
1% 
1% 
2% 
1% 
1% 
2% 
1% 
1% 
Adapting swiftly to regulatory changes around the globe 
Delivering tangible business results for stakeholders 
Accelerating insights for better decision-making 
Creating cost transparency 
Developing new products, services and markets 
Reacting 24/7 to shareholder and market trends 
Establishing competitive advantage 
Creating access to new customers (B2B or B2C) 
Performing finance and accounting in the cloud 
Lowering operating costs despite rising complexity 
Integration of business services across the enterprise (e.g. finance, HR) 
Very important 
Important 
Neither important nor unimportant 
Unimportant 
Very unimportant
Copyright © 2014 Accenture All rights reserved. 
28 
High Performance Finance Research 2014 
CG&S CFOs are considered even more important in driving many of the same outcomes 
How important is having the CFO drive these outcomes for your organization? 
Digital Enterprise 
52% 
52% 
46% 
38% 
32% 
30% 
27% 
25% 
25% 
21% 
21% 
36% 
34% 
38% 
41% 
46% 
41% 
52% 
29% 
29% 
57% 
48% 
11% 
13% 
14% 
16% 
16% 
27% 
13% 
34% 
32% 
16% 
27% 
4% 
4% 
7% 
11% 
13% 
4% 
2% 
2% 
2% 
2% 
2% 
2% 
2% 
2% 
2% 
2% 
2% 
2% 
Creating cost transparency 
Accelerating insights for better decision-making 
Delivering tangible business results for stakeholders 
Adapting swiftly to regulatory changes around the globe 
Establishing competitive advantage 
Lowering operating costs despite rising complexity 
Reacting 24/7 to shareholder and market trends 
Creating access to new customers (B2B or B2C) 
Developing new products, services and markets 
Performing finance and accounting in the cloud 
Integration of business services across the enterprise (e.g. finance, HR) 
Very important 
Important 
Neither important nor unimportant 
Unimportant 
Very unimportant
Copyright © 2014 Accenture All rights reserved. 
29 
High Performance Finance Research 2014 
Globally, satisfaction levels with CFOs’ involvement in driving outcomes is quite high 
How satisfied are you that the CFO is sufficiently involved in driving these outcomes for your organization? 
Digital Enterprise 
36% 
36% 
34% 
26% 
24% 
24% 
22% 
18% 
18% 
13% 
10% 
48% 
47% 
47% 
53% 
55% 
58% 
54% 
61% 
59% 
65% 
67% 
15% 
13% 
16% 
17% 
17% 
14% 
20% 
18% 
20% 
17% 
18% 
1% 
4% 
2% 
4% 
3% 
4% 
4% 
3% 
3% 
5% 
5% 
1% 
1% 
Adapting swiftly to regulatory changes around the globe 
Delivering tangible business results for stakeholders 
Accelerating insights for better decision-making 
Reacting 24/7 to shareholder and market trends 
Establishing competitive advantage 
Creating cost transparency 
Developing new products, services and markets 
Performing finance and accounting in the cloud 
Creating access to new customers (B2B or B2C) 
Integration of business services across the enterprise (e.g. finance, HR) 
Lowering operating costs despite rising complexity 
Very satisfied 
Satisfied 
Neither satisfied nor dissatisfied 
Dissatisfied 
Very dissatisfied
Copyright © 2014 Accenture All rights reserved. 
30 
High Performance Finance Research 2014 
There are similarly high levels of satisfaction among CG&S respondents with the involvement of their CFOs in driving outcomes 
How satisfied are you that the CFO is sufficiently involved in driving these outcomes for your organization? 
Digital Enterprise 
38% 
38% 
30% 
23% 
20% 
18% 
16% 
13% 
11% 
11% 
7% 
43% 
39% 
52% 
54% 
54% 
52% 
52% 
59% 
66% 
52% 
68% 
20% 
23% 
13% 
20% 
21% 
27% 
30% 
27% 
23% 
30% 
21% 
5% 
4% 
5% 
4% 
2% 
2% 
7% 
4% 
Accelerating insights for better decision-making 
Adapting swiftly to regulatory changes around the globe 
Delivering tangible business results for stakeholders 
Creating cost transparency 
Reacting 24/7 to shareholder and market trends 
Establishing competitive advantage 
Creating access to new customers (B2B or B2C) 
Performing finance and accounting in the cloud 
Lowering operating costs despite rising complexity 
Developing new products, services and markets 
Integration of business services across the enterprise (e.g. finance, HR) 
Very satisfied 
Satisfied 
Neither satisfied nor dissatisfied 
Dissatisfied 
Very dissatisfied
Copyright © 2014 Accenture All rights reserved. 
31 
High Performance Finance Research 2014 
18% 
14% 
10% 
10% 
20% 
10% 
16% 
12% 
41% 
38% 
47% 
53% 
20% 
38% 
25% 
22% 
2% 
Cloud Computing and 
or Software as a 
Service (SaaS) 
Mobile 
Social Media 
Big Data and or 
Analytics 
Cloud and mobile technologies will attract the greatest spending increases, both globally and among CG&S companies 
Over the next two years, how will the level of investment (this includes all personnel, technology, administration, and project costs) by the organization change for the following technologies? 
Digital Enterprise 
11% 
9% 
7% 
6% 
28% 
14% 
21% 
11% 
48% 
42% 
55% 
37% 
14% 
34% 
15% 
44% 
1% 
2% 
1% 
1% 
Cloud Computing 
and or Software 
as a Service 
(SaaS) 
Mobile 
Big Data and or 
Analytics 
Social Media 
Greater than 50% increase 
Between 26% and 50% increase 
Up to 25% increase 
No change 
Up to 25% decrease 
Between 26% and 50% decrease 
Greater than 50% decrease 
Global 
CG&S
Copyright © 2014 Accenture All rights reserved. 
32 
High Performance Finance Research 2014 
Global and CG&S CFOs are similarly involved in assessing digital technology investments 
To what degree is the CFO involved in assessing digital technology investments? 
Digital Enterprise 
27% 
37% 
19% 
38% 
59% 
57% 
40% 
56% 
14% 
6% 
41% 
6% 
Guiding, prioritizing and 
managing technology 
investment decisions 
Monitoring the return on the 
investment from approval to 
post implementation 
Identifying what technologies 
should be retired as new 
technologies are deployed to 
ensure full benefit realization 
Redefining the cost model of 
the business as new 
technologies are 
implemented 
Drives decisions and actions 
Provides input 
Not at all 
Global 
CG&S 
24% 
35% 
19% 
37% 
63% 
58% 
44% 
58% 
14% 
8% 
37% 
6% 
Guiding, prioritizing and 
managing technology 
investment decisions 
Monitoring the return on the 
investment from approval to 
post implementation 
Identifying what technologies 
should be retired as new 
technologies are deployed to 
ensure full benefit realization 
Redefining the cost model of 
the business as new 
technologies are 
implemented
Copyright © 2014 Accenture All rights reserved. 
33 
High Performance Finance Research 2014 
Global respondents are largely in agreement with these statements 
Please indicate the extent to which you agree or disagree with the following statements. 
Digital Enterprise 
40% 
31% 
31% 
23% 
17% 
43% 
49% 
55% 
58% 
58% 
11% 
15% 
8% 
14% 
19% 
5% 
4% 
6% 
4% 
5% 
1% 
1% 
The target setting process in our organization ensures 
alignment of goals across the enterprise 
We monitor the impact of volume, price and product mix 
changes on the business 
The capital planning process in our organization is fully 
integrated with the business planning and budgeting 
processes 
Business management has a high degree of confidence in 
the outputs of the budget and forecasting process 
The planning and budgeting process in our organization is 
based on clearly visible internal and external drivers 
Strongly agree 
Agree 
Neither agree nor disagree 
Disagree 
Strongly disagree
Copyright © 2014 Accenture All rights reserved. 
34 
High Performance Finance Research 2014 
CG&S respondents express similarly strong levels of agreement 
Please indicate the extent to which you agree or disagree with the following statements. 
Digital Enterprise 
41% 
38% 
20% 
20% 
14% 
36% 
45% 
66% 
59% 
64% 
20% 
11% 
7% 
20% 
14% 
4% 
7% 
5% 
2% 
7% 
2% 
We monitor the impact of volume, price and product mix 
changes on the business 
The target setting process in our organization ensures 
alignment of goals across the enterprise 
The capital planning process in our organization is fully 
integrated with the business planning and budgeting 
processes 
The planning and budgeting process in our organization is 
based on clearly visible internal and external drivers 
Business management has a high degree of confidence in 
the outputs of the budget and forecasting process 
Strongly agree 
Agree 
Neither agree nor disagree 
Disagree 
Strongly disagree

More Related Content

What's hot

Top Ten Challenges for Investment Banks 2015: Regulation: Challenge 2
Top Ten Challenges for Investment Banks 2015: Regulation: Challenge 2Top Ten Challenges for Investment Banks 2015: Regulation: Challenge 2
Top Ten Challenges for Investment Banks 2015: Regulation: Challenge 2
accenture
 
Accenture development partnerships
Accenture development partnershipsAccenture development partnerships
Accenture development partnerships
accenture
 
Accenture Spend Trends Report Q1 2014
Accenture Spend Trends Report Q1 2014Accenture Spend Trends Report Q1 2014
Accenture Spend Trends Report Q1 2014
accenture
 
Smart Move: Intelligent Technologies Make Their Mark on Public Service
Smart Move: Intelligent Technologies Make Their Mark on Public ServiceSmart Move: Intelligent Technologies Make Their Mark on Public Service
Smart Move: Intelligent Technologies Make Their Mark on Public Service
accenture
 
Accenture Technology Vision for Banking
Accenture Technology Vision for BankingAccenture Technology Vision for Banking
Accenture Technology Vision for Banking
accenture
 
Thriving on Disruption
Thriving on Disruption Thriving on Disruption
Thriving on Disruption
accenture
 
From Regulatory-driven Risk Operating Models to Improved ECM and Client Cent...
From Regulatory-driven Risk  Operating Models to Improved ECM and Client Cent...From Regulatory-driven Risk  Operating Models to Improved ECM and Client Cent...
From Regulatory-driven Risk Operating Models to Improved ECM and Client Cent...
accenture
 
Road to Digital Compliance
Road to Digital ComplianceRoad to Digital Compliance
Road to Digital Compliance
accenture
 
High Performance BPO Infographic
High Performance BPO InfographicHigh Performance BPO Infographic
High Performance BPO Infographic
accenture
 
Accenture 2015 Global Risk Management Study: Banking Report Key Findings and ...
Accenture 2015 Global Risk Management Study: Banking Report Key Findings and ...Accenture 2015 Global Risk Management Study: Banking Report Key Findings and ...
Accenture 2015 Global Risk Management Study: Banking Report Key Findings and ...
accenture
 
Planning to Upskill Your Supply Chain Workforce? Six Solutions for Supply Cha...
Planning to Upskill Your Supply Chain Workforce? Six Solutions for Supply Cha...Planning to Upskill Your Supply Chain Workforce? Six Solutions for Supply Cha...
Planning to Upskill Your Supply Chain Workforce? Six Solutions for Supply Cha...
accenture
 
HFS Top 10 Source-to-Pay (S2P) Service Providers
HFS Top 10 Source-to-Pay (S2P) Service ProvidersHFS Top 10 Source-to-Pay (S2P) Service Providers
HFS Top 10 Source-to-Pay (S2P) Service Providers
Accenture Operations
 
Accenture Technology Vision 2014—Every Business is a Digital Business
Accenture Technology Vision 2014—Every Business is a Digital BusinessAccenture Technology Vision 2014—Every Business is a Digital Business
Accenture Technology Vision 2014—Every Business is a Digital Business
accenture
 
Considerations for an Effective Internal Model Method Implementation
Considerations for an Effective Internal Model Method ImplementationConsiderations for an Effective Internal Model Method Implementation
Considerations for an Effective Internal Model Method Implementation
accenture
 
Top Ten Challenges for Investment Banks 2015: Revolution: Challenge 10
Top Ten Challenges for Investment Banks 2015: Revolution: Challenge 10Top Ten Challenges for Investment Banks 2015: Revolution: Challenge 10
Top Ten Challenges for Investment Banks 2015: Revolution: Challenge 10
accenture
 
#ListenLearnLead - 2015 International Women's Day Research
#ListenLearnLead - 2015 International Women's Day Research#ListenLearnLead - 2015 International Women's Day Research
#ListenLearnLead - 2015 International Women's Day Research
accenture
 
Smart Move: Emergent Technologies Make Their Mark on Public Service
Smart Move: Emergent Technologies Make Their Mark on Public ServiceSmart Move: Emergent Technologies Make Their Mark on Public Service
Smart Move: Emergent Technologies Make Their Mark on Public Service
accenture
 
Fast Track to Future Ready Banking Operations
Fast Track to Future Ready Banking OperationsFast Track to Future Ready Banking Operations
Fast Track to Future Ready Banking Operations
Accenture Operations
 
CPG Companies: Evolving Your Analytics-driven Organizations
CPG Companies: Evolving Your Analytics-driven OrganizationsCPG Companies: Evolving Your Analytics-driven Organizations
CPG Companies: Evolving Your Analytics-driven Organizations
accenture
 
No Pressure No Diamonds: Getting Nonprofit Right in Today's Digital Age
No Pressure No Diamonds: Getting Nonprofit Right in Today's Digital AgeNo Pressure No Diamonds: Getting Nonprofit Right in Today's Digital Age
No Pressure No Diamonds: Getting Nonprofit Right in Today's Digital Age
accenture
 

What's hot (20)

Top Ten Challenges for Investment Banks 2015: Regulation: Challenge 2
Top Ten Challenges for Investment Banks 2015: Regulation: Challenge 2Top Ten Challenges for Investment Banks 2015: Regulation: Challenge 2
Top Ten Challenges for Investment Banks 2015: Regulation: Challenge 2
 
Accenture development partnerships
Accenture development partnershipsAccenture development partnerships
Accenture development partnerships
 
Accenture Spend Trends Report Q1 2014
Accenture Spend Trends Report Q1 2014Accenture Spend Trends Report Q1 2014
Accenture Spend Trends Report Q1 2014
 
Smart Move: Intelligent Technologies Make Their Mark on Public Service
Smart Move: Intelligent Technologies Make Their Mark on Public ServiceSmart Move: Intelligent Technologies Make Their Mark on Public Service
Smart Move: Intelligent Technologies Make Their Mark on Public Service
 
Accenture Technology Vision for Banking
Accenture Technology Vision for BankingAccenture Technology Vision for Banking
Accenture Technology Vision for Banking
 
Thriving on Disruption
Thriving on Disruption Thriving on Disruption
Thriving on Disruption
 
From Regulatory-driven Risk Operating Models to Improved ECM and Client Cent...
From Regulatory-driven Risk  Operating Models to Improved ECM and Client Cent...From Regulatory-driven Risk  Operating Models to Improved ECM and Client Cent...
From Regulatory-driven Risk Operating Models to Improved ECM and Client Cent...
 
Road to Digital Compliance
Road to Digital ComplianceRoad to Digital Compliance
Road to Digital Compliance
 
High Performance BPO Infographic
High Performance BPO InfographicHigh Performance BPO Infographic
High Performance BPO Infographic
 
Accenture 2015 Global Risk Management Study: Banking Report Key Findings and ...
Accenture 2015 Global Risk Management Study: Banking Report Key Findings and ...Accenture 2015 Global Risk Management Study: Banking Report Key Findings and ...
Accenture 2015 Global Risk Management Study: Banking Report Key Findings and ...
 
Planning to Upskill Your Supply Chain Workforce? Six Solutions for Supply Cha...
Planning to Upskill Your Supply Chain Workforce? Six Solutions for Supply Cha...Planning to Upskill Your Supply Chain Workforce? Six Solutions for Supply Cha...
Planning to Upskill Your Supply Chain Workforce? Six Solutions for Supply Cha...
 
HFS Top 10 Source-to-Pay (S2P) Service Providers
HFS Top 10 Source-to-Pay (S2P) Service ProvidersHFS Top 10 Source-to-Pay (S2P) Service Providers
HFS Top 10 Source-to-Pay (S2P) Service Providers
 
Accenture Technology Vision 2014—Every Business is a Digital Business
Accenture Technology Vision 2014—Every Business is a Digital BusinessAccenture Technology Vision 2014—Every Business is a Digital Business
Accenture Technology Vision 2014—Every Business is a Digital Business
 
Considerations for an Effective Internal Model Method Implementation
Considerations for an Effective Internal Model Method ImplementationConsiderations for an Effective Internal Model Method Implementation
Considerations for an Effective Internal Model Method Implementation
 
Top Ten Challenges for Investment Banks 2015: Revolution: Challenge 10
Top Ten Challenges for Investment Banks 2015: Revolution: Challenge 10Top Ten Challenges for Investment Banks 2015: Revolution: Challenge 10
Top Ten Challenges for Investment Banks 2015: Revolution: Challenge 10
 
#ListenLearnLead - 2015 International Women's Day Research
#ListenLearnLead - 2015 International Women's Day Research#ListenLearnLead - 2015 International Women's Day Research
#ListenLearnLead - 2015 International Women's Day Research
 
Smart Move: Emergent Technologies Make Their Mark on Public Service
Smart Move: Emergent Technologies Make Their Mark on Public ServiceSmart Move: Emergent Technologies Make Their Mark on Public Service
Smart Move: Emergent Technologies Make Their Mark on Public Service
 
Fast Track to Future Ready Banking Operations
Fast Track to Future Ready Banking OperationsFast Track to Future Ready Banking Operations
Fast Track to Future Ready Banking Operations
 
CPG Companies: Evolving Your Analytics-driven Organizations
CPG Companies: Evolving Your Analytics-driven OrganizationsCPG Companies: Evolving Your Analytics-driven Organizations
CPG Companies: Evolving Your Analytics-driven Organizations
 
No Pressure No Diamonds: Getting Nonprofit Right in Today's Digital Age
No Pressure No Diamonds: Getting Nonprofit Right in Today's Digital AgeNo Pressure No Diamonds: Getting Nonprofit Right in Today's Digital Age
No Pressure No Diamonds: Getting Nonprofit Right in Today's Digital Age
 

Viewers also liked

CFO Driving the digital transformation
CFO Driving the digital transformationCFO Driving the digital transformation
CFO Driving the digital transformation
Thierry Bompane
 
Driving Unconventional Growth through the Industrial Internet of Things
Driving Unconventional Growth through the Industrial Internet of ThingsDriving Unconventional Growth through the Industrial Internet of Things
Driving Unconventional Growth through the Industrial Internet of Things
accenture
 
Lava con 15 Enterprise social sustainment - evaluate.adopt.iterate
Lava con 15  Enterprise social sustainment - evaluate.adopt.iterateLava con 15  Enterprise social sustainment - evaluate.adopt.iterate
Lava con 15 Enterprise social sustainment - evaluate.adopt.iterate
Michelle Caldwell, PSM, SSGB
 
How Windows 10 is enabling the digital workplace
How Windows 10 is enabling the digital workplaceHow Windows 10 is enabling the digital workplace
How Windows 10 is enabling the digital workplace
Avanade Nederland
 
Coming From Sysomos In 2016
Coming From Sysomos In 2016Coming From Sysomos In 2016
Coming From Sysomos In 2016
Sysomos
 
Engaging the Digital Consumer in the Connected World
Engaging the Digital Consumer in the Connected WorldEngaging the Digital Consumer in the Connected World
Engaging the Digital Consumer in the Connected World
accenture
 
UX, ethnography and possibilities: for Libraries, Museums and Archives
UX, ethnography and possibilities: for Libraries, Museums and ArchivesUX, ethnography and possibilities: for Libraries, Museums and Archives
UX, ethnography and possibilities: for Libraries, Museums and Archives
Ned Potter
 
Designing Teams for Emerging Challenges
Designing Teams for Emerging ChallengesDesigning Teams for Emerging Challenges
Designing Teams for Emerging Challenges
Aaron Irizarry
 
Visual Design with Data
Visual Design with DataVisual Design with Data
Visual Design with Data
Seth Familian
 
3 Things Every Sales Team Needs to Be Thinking About in 2017
3 Things Every Sales Team Needs to Be Thinking About in 20173 Things Every Sales Team Needs to Be Thinking About in 2017
3 Things Every Sales Team Needs to Be Thinking About in 2017
Drift
 
Business Operations BizOps
Business Operations BizOps Business Operations BizOps
Business Operations BizOps Tolla Cherwenka
 
Business Transformation in the Subscription Economy (Accelerate East)
Business Transformation in the Subscription Economy (Accelerate East)Business Transformation in the Subscription Economy (Accelerate East)
Business Transformation in the Subscription Economy (Accelerate East)
Zuora, Inc.
 
guide-finance-transformation-in-the-digital-age
guide-finance-transformation-in-the-digital-ageguide-finance-transformation-in-the-digital-age
guide-finance-transformation-in-the-digital-age
Magdalena Matell
 
How to Become a Thought Leader in Your Niche
How to Become a Thought Leader in Your NicheHow to Become a Thought Leader in Your Niche
How to Become a Thought Leader in Your Niche
Leslie Samuel
 
Subscribed 2015: Organizational Transformation: Building Your Subscription Cu...
Subscribed 2015: Organizational Transformation: Building Your Subscription Cu...Subscribed 2015: Organizational Transformation: Building Your Subscription Cu...
Subscribed 2015: Organizational Transformation: Building Your Subscription Cu...
Zuora, Inc.
 

Viewers also liked (15)

CFO Driving the digital transformation
CFO Driving the digital transformationCFO Driving the digital transformation
CFO Driving the digital transformation
 
Driving Unconventional Growth through the Industrial Internet of Things
Driving Unconventional Growth through the Industrial Internet of ThingsDriving Unconventional Growth through the Industrial Internet of Things
Driving Unconventional Growth through the Industrial Internet of Things
 
Lava con 15 Enterprise social sustainment - evaluate.adopt.iterate
Lava con 15  Enterprise social sustainment - evaluate.adopt.iterateLava con 15  Enterprise social sustainment - evaluate.adopt.iterate
Lava con 15 Enterprise social sustainment - evaluate.adopt.iterate
 
How Windows 10 is enabling the digital workplace
How Windows 10 is enabling the digital workplaceHow Windows 10 is enabling the digital workplace
How Windows 10 is enabling the digital workplace
 
Coming From Sysomos In 2016
Coming From Sysomos In 2016Coming From Sysomos In 2016
Coming From Sysomos In 2016
 
Engaging the Digital Consumer in the Connected World
Engaging the Digital Consumer in the Connected WorldEngaging the Digital Consumer in the Connected World
Engaging the Digital Consumer in the Connected World
 
UX, ethnography and possibilities: for Libraries, Museums and Archives
UX, ethnography and possibilities: for Libraries, Museums and ArchivesUX, ethnography and possibilities: for Libraries, Museums and Archives
UX, ethnography and possibilities: for Libraries, Museums and Archives
 
Designing Teams for Emerging Challenges
Designing Teams for Emerging ChallengesDesigning Teams for Emerging Challenges
Designing Teams for Emerging Challenges
 
Visual Design with Data
Visual Design with DataVisual Design with Data
Visual Design with Data
 
3 Things Every Sales Team Needs to Be Thinking About in 2017
3 Things Every Sales Team Needs to Be Thinking About in 20173 Things Every Sales Team Needs to Be Thinking About in 2017
3 Things Every Sales Team Needs to Be Thinking About in 2017
 
Business Operations BizOps
Business Operations BizOps Business Operations BizOps
Business Operations BizOps
 
Business Transformation in the Subscription Economy (Accelerate East)
Business Transformation in the Subscription Economy (Accelerate East)Business Transformation in the Subscription Economy (Accelerate East)
Business Transformation in the Subscription Economy (Accelerate East)
 
guide-finance-transformation-in-the-digital-age
guide-finance-transformation-in-the-digital-ageguide-finance-transformation-in-the-digital-age
guide-finance-transformation-in-the-digital-age
 
How to Become a Thought Leader in Your Niche
How to Become a Thought Leader in Your NicheHow to Become a Thought Leader in Your Niche
How to Become a Thought Leader in Your Niche
 
Subscribed 2015: Organizational Transformation: Building Your Subscription Cu...
Subscribed 2015: Organizational Transformation: Building Your Subscription Cu...Subscribed 2015: Organizational Transformation: Building Your Subscription Cu...
Subscribed 2015: Organizational Transformation: Building Your Subscription Cu...
 

Similar to The Digital CFO in Consumer Goods

Accenture 2014 High Performance Finance Study 1 Accenture 2014 High Performan...
Accenture 2014 High Performance Finance Study 1 Accenture 2014 High Performan...Accenture 2014 High Performance Finance Study 1 Accenture 2014 High Performan...
Accenture 2014 High Performance Finance Study 1 Accenture 2014 High Performan...
Claire Webber
 
How to Bring About Finance Transformation on Your Own Terms
How to Bring About Finance Transformation on Your Own TermsHow to Bring About Finance Transformation on Your Own Terms
How to Bring About Finance Transformation on Your Own Terms
Workday, Inc.
 
Tendencias y mejores prácticas del Financial Performance Management
Tendencias y mejores prácticas del Financial Performance ManagementTendencias y mejores prácticas del Financial Performance Management
Tendencias y mejores prácticas del Financial Performance Management
Nexolution
 
Adaptive insights forrester and boston scientific webinar_final
Adaptive insights forrester and boston scientific webinar_finalAdaptive insights forrester and boston scientific webinar_final
Adaptive insights forrester and boston scientific webinar_final
Adaptive Insights
 
Improve Efficiency, Compliance and Productivity Through Finance Transformatio...
Improve Efficiency, Compliance and Productivity Through Finance Transformatio...Improve Efficiency, Compliance and Productivity Through Finance Transformatio...
Improve Efficiency, Compliance and Productivity Through Finance Transformatio...
Perficient, Inc.
 
Ibm bis 2014 m. rolfe cfo insights from ibm global c suite study
Ibm bis 2014 m. rolfe cfo insights from ibm global c suite studyIbm bis 2014 m. rolfe cfo insights from ibm global c suite study
Ibm bis 2014 m. rolfe cfo insights from ibm global c suite study
IBM Switzerland
 
CFO Agenda 2020: Getting ready for the digital age
CFO Agenda 2020: Getting ready for the digital ageCFO Agenda 2020: Getting ready for the digital age
CFO Agenda 2020: Getting ready for the digital age
Hewlett Packard Enterprise Business Value Exchange
 
Revolutionizing the Digital Transformation Office - Leveraging OnePlan’s AI a...
Revolutionizing the Digital Transformation Office - Leveraging OnePlan’s AI a...Revolutionizing the Digital Transformation Office - Leveraging OnePlan’s AI a...
Revolutionizing the Digital Transformation Office - Leveraging OnePlan’s AI a...
OnePlan Solutions
 
Re-building Finance for a Post-COVID World
Re-building Finance for a Post-COVID WorldRe-building Finance for a Post-COVID World
Re-building Finance for a Post-COVID World
Citrin Cooperman
 
Cfo as Economic Guardian
Cfo as Economic GuardianCfo as Economic Guardian
Cfo as Economic Guardian
accenture
 
4 best practices_using finance applications for better process efficiencies
4  best practices_using finance applications for better process efficiencies4  best practices_using finance applications for better process efficiencies
4 best practices_using finance applications for better process efficiencies
Kaizenlogcom
 
4 best practices_using finance applications for better process efficiencies
4  best practices_using finance applications for better process efficiencies4  best practices_using finance applications for better process efficiencies
4 best practices_using finance applications for better process efficiencies
Kaizenlogcom
 
4 best practices_using finance applications for better process efficiencies
4  best practices_using finance applications for better process efficiencies4  best practices_using finance applications for better process efficiencies
4 best practices_using finance applications for better process efficiencies
Kaizenlogcom
 
Enhanced business performance
Enhanced business performanceEnhanced business performance
Enhanced business performance
Vincent Kwon
 
Achieving a Digital Finance Organization in 2020 [Auxis Webinar - December 11...
Achieving a Digital Finance Organization in 2020 [Auxis Webinar - December 11...Achieving a Digital Finance Organization in 2020 [Auxis Webinar - December 11...
Achieving a Digital Finance Organization in 2020 [Auxis Webinar - December 11...
Auxis Consulting & Outsourcing
 
Hospital and Healthcare System Strategic Planning and Financial Forecasting
Hospital and Healthcare System Strategic Planning and Financial ForecastingHospital and Healthcare System Strategic Planning and Financial Forecasting
Hospital and Healthcare System Strategic Planning and Financial Forecasting
Axiom EPM
 
VanatagePoint Sample Case Studies
VanatagePoint Sample Case StudiesVanatagePoint Sample Case Studies
VanatagePoint Sample Case Studies
Mark Baumbach
 
epm_slides.pdf
epm_slides.pdfepm_slides.pdf
epm_slides.pdf
CharlesSantos684817
 
CFO Challenges and Opportunities
CFO Challenges and OpportunitiesCFO Challenges and Opportunities
CFO Challenges and Opportunities
Kannan Rajarathnam
 
FDSeminar Controlling Christian Pauwels - Bimac
FDSeminar Controlling  Christian Pauwels - BimacFDSeminar Controlling  Christian Pauwels - Bimac
FDSeminar Controlling Christian Pauwels - Bimac
FDMagazine
 

Similar to The Digital CFO in Consumer Goods (20)

Accenture 2014 High Performance Finance Study 1 Accenture 2014 High Performan...
Accenture 2014 High Performance Finance Study 1 Accenture 2014 High Performan...Accenture 2014 High Performance Finance Study 1 Accenture 2014 High Performan...
Accenture 2014 High Performance Finance Study 1 Accenture 2014 High Performan...
 
How to Bring About Finance Transformation on Your Own Terms
How to Bring About Finance Transformation on Your Own TermsHow to Bring About Finance Transformation on Your Own Terms
How to Bring About Finance Transformation on Your Own Terms
 
Tendencias y mejores prácticas del Financial Performance Management
Tendencias y mejores prácticas del Financial Performance ManagementTendencias y mejores prácticas del Financial Performance Management
Tendencias y mejores prácticas del Financial Performance Management
 
Adaptive insights forrester and boston scientific webinar_final
Adaptive insights forrester and boston scientific webinar_finalAdaptive insights forrester and boston scientific webinar_final
Adaptive insights forrester and boston scientific webinar_final
 
Improve Efficiency, Compliance and Productivity Through Finance Transformatio...
Improve Efficiency, Compliance and Productivity Through Finance Transformatio...Improve Efficiency, Compliance and Productivity Through Finance Transformatio...
Improve Efficiency, Compliance and Productivity Through Finance Transformatio...
 
Ibm bis 2014 m. rolfe cfo insights from ibm global c suite study
Ibm bis 2014 m. rolfe cfo insights from ibm global c suite studyIbm bis 2014 m. rolfe cfo insights from ibm global c suite study
Ibm bis 2014 m. rolfe cfo insights from ibm global c suite study
 
CFO Agenda 2020: Getting ready for the digital age
CFO Agenda 2020: Getting ready for the digital ageCFO Agenda 2020: Getting ready for the digital age
CFO Agenda 2020: Getting ready for the digital age
 
Revolutionizing the Digital Transformation Office - Leveraging OnePlan’s AI a...
Revolutionizing the Digital Transformation Office - Leveraging OnePlan’s AI a...Revolutionizing the Digital Transformation Office - Leveraging OnePlan’s AI a...
Revolutionizing the Digital Transformation Office - Leveraging OnePlan’s AI a...
 
Re-building Finance for a Post-COVID World
Re-building Finance for a Post-COVID WorldRe-building Finance for a Post-COVID World
Re-building Finance for a Post-COVID World
 
Cfo as Economic Guardian
Cfo as Economic GuardianCfo as Economic Guardian
Cfo as Economic Guardian
 
4 best practices_using finance applications for better process efficiencies
4  best practices_using finance applications for better process efficiencies4  best practices_using finance applications for better process efficiencies
4 best practices_using finance applications for better process efficiencies
 
4 best practices_using finance applications for better process efficiencies
4  best practices_using finance applications for better process efficiencies4  best practices_using finance applications for better process efficiencies
4 best practices_using finance applications for better process efficiencies
 
4 best practices_using finance applications for better process efficiencies
4  best practices_using finance applications for better process efficiencies4  best practices_using finance applications for better process efficiencies
4 best practices_using finance applications for better process efficiencies
 
Enhanced business performance
Enhanced business performanceEnhanced business performance
Enhanced business performance
 
Achieving a Digital Finance Organization in 2020 [Auxis Webinar - December 11...
Achieving a Digital Finance Organization in 2020 [Auxis Webinar - December 11...Achieving a Digital Finance Organization in 2020 [Auxis Webinar - December 11...
Achieving a Digital Finance Organization in 2020 [Auxis Webinar - December 11...
 
Hospital and Healthcare System Strategic Planning and Financial Forecasting
Hospital and Healthcare System Strategic Planning and Financial ForecastingHospital and Healthcare System Strategic Planning and Financial Forecasting
Hospital and Healthcare System Strategic Planning and Financial Forecasting
 
VanatagePoint Sample Case Studies
VanatagePoint Sample Case StudiesVanatagePoint Sample Case Studies
VanatagePoint Sample Case Studies
 
epm_slides.pdf
epm_slides.pdfepm_slides.pdf
epm_slides.pdf
 
CFO Challenges and Opportunities
CFO Challenges and OpportunitiesCFO Challenges and Opportunities
CFO Challenges and Opportunities
 
FDSeminar Controlling Christian Pauwels - Bimac
FDSeminar Controlling  Christian Pauwels - BimacFDSeminar Controlling  Christian Pauwels - Bimac
FDSeminar Controlling Christian Pauwels - Bimac
 

More from accenture

The Industrialist: Trends & Innovations - January 2024
The Industrialist: Trends & Innovations - January 2024The Industrialist: Trends & Innovations - January 2024
The Industrialist: Trends & Innovations - January 2024
accenture
 
The Industrialist: Trends & Innovations - September 2023
The Industrialist: Trends & Innovations - September 2023The Industrialist: Trends & Innovations - September 2023
The Industrialist: Trends & Innovations - September 2023
accenture
 
Accenture Technology Vision - How the trends apply to higher education
Accenture Technology Vision - How the trends apply to higher education Accenture Technology Vision - How the trends apply to higher education
Accenture Technology Vision - How the trends apply to higher education
accenture
 
The Industrialist: Trends & Innovations - July 2023
The Industrialist: Trends & Innovations - July 2023The Industrialist: Trends & Innovations - July 2023
The Industrialist: Trends & Innovations - July 2023
accenture
 
Accenture Technology Vision - How the trends apply to higher education
Accenture Technology Vision - How the trends apply to higher education Accenture Technology Vision - How the trends apply to higher education
Accenture Technology Vision - How the trends apply to higher education
accenture
 
Engineering Services: con gli ingegneri per creare valore sostenibile
Engineering Services: con gli ingegneri per creare valore sostenibileEngineering Services: con gli ingegneri per creare valore sostenibile
Engineering Services: con gli ingegneri per creare valore sostenibile
accenture
 
Digital Euro: Implications for the Financial System
Digital Euro: Implications for the Financial SystemDigital Euro: Implications for the Financial System
Digital Euro: Implications for the Financial System
accenture
 
More deals, less money: the Black founder funding journey
More deals, less money: the Black founder funding journeyMore deals, less money: the Black founder funding journey
More deals, less money: the Black founder funding journey
accenture
 
The Industrialist: Trends & Innovations - June 2023
The Industrialist: Trends & Innovations - June 2023The Industrialist: Trends & Innovations - June 2023
The Industrialist: Trends & Innovations - June 2023
accenture
 
Reinventing Enterprise Operations
Reinventing Enterprise OperationsReinventing Enterprise Operations
Reinventing Enterprise Operations
accenture
 
Semiconductor Gender Parity Study
Semiconductor Gender Parity StudySemiconductor Gender Parity Study
Semiconductor Gender Parity Study
accenture
 
The Industrialist: Trends & Innovations - March 2023
The Industrialist: Trends & Innovations - March 2023The Industrialist: Trends & Innovations - March 2023
The Industrialist: Trends & Innovations - March 2023
accenture
 
Nonprofit reinvention in a time of unprecedented change
 Nonprofit reinvention in a time of unprecedented change Nonprofit reinvention in a time of unprecedented change
Nonprofit reinvention in a time of unprecedented change
accenture
 
Free to be 100% me
Free to be 100% meFree to be 100% me
Free to be 100% me
accenture
 
The Industrialist: Trends & Innovations - February 2023
The Industrialist: Trends & Innovations - February 2023The Industrialist: Trends & Innovations - February 2023
The Industrialist: Trends & Innovations - February 2023
accenture
 
Mundo gamer e a oportunidade de entrada pela abordagem do movimento
Mundo gamer e a oportunidade de entrada pela abordagem do movimentoMundo gamer e a oportunidade de entrada pela abordagem do movimento
Mundo gamer e a oportunidade de entrada pela abordagem do movimento
accenture
 
Pathways to Profitability for the Communications Industry
Pathways to Profitability for the Communications IndustryPathways to Profitability for the Communications Industry
Pathways to Profitability for the Communications Industry
accenture
 
The Industrialist: Trends & Innovations - January 2023
The Industrialist: Trends & Innovations - January 2023The Industrialist: Trends & Innovations - January 2023
The Industrialist: Trends & Innovations - January 2023
accenture
 
Reimagining the Agenda | Accenture
Reimagining the Agenda | AccentureReimagining the Agenda | Accenture
Reimagining the Agenda | Accenture
accenture
 
Climate Leadership Eleventh Hour | Accenture
Climate Leadership Eleventh Hour | AccentureClimate Leadership Eleventh Hour | Accenture
Climate Leadership Eleventh Hour | Accenture
accenture
 

More from accenture (20)

The Industrialist: Trends & Innovations - January 2024
The Industrialist: Trends & Innovations - January 2024The Industrialist: Trends & Innovations - January 2024
The Industrialist: Trends & Innovations - January 2024
 
The Industrialist: Trends & Innovations - September 2023
The Industrialist: Trends & Innovations - September 2023The Industrialist: Trends & Innovations - September 2023
The Industrialist: Trends & Innovations - September 2023
 
Accenture Technology Vision - How the trends apply to higher education
Accenture Technology Vision - How the trends apply to higher education Accenture Technology Vision - How the trends apply to higher education
Accenture Technology Vision - How the trends apply to higher education
 
The Industrialist: Trends & Innovations - July 2023
The Industrialist: Trends & Innovations - July 2023The Industrialist: Trends & Innovations - July 2023
The Industrialist: Trends & Innovations - July 2023
 
Accenture Technology Vision - How the trends apply to higher education
Accenture Technology Vision - How the trends apply to higher education Accenture Technology Vision - How the trends apply to higher education
Accenture Technology Vision - How the trends apply to higher education
 
Engineering Services: con gli ingegneri per creare valore sostenibile
Engineering Services: con gli ingegneri per creare valore sostenibileEngineering Services: con gli ingegneri per creare valore sostenibile
Engineering Services: con gli ingegneri per creare valore sostenibile
 
Digital Euro: Implications for the Financial System
Digital Euro: Implications for the Financial SystemDigital Euro: Implications for the Financial System
Digital Euro: Implications for the Financial System
 
More deals, less money: the Black founder funding journey
More deals, less money: the Black founder funding journeyMore deals, less money: the Black founder funding journey
More deals, less money: the Black founder funding journey
 
The Industrialist: Trends & Innovations - June 2023
The Industrialist: Trends & Innovations - June 2023The Industrialist: Trends & Innovations - June 2023
The Industrialist: Trends & Innovations - June 2023
 
Reinventing Enterprise Operations
Reinventing Enterprise OperationsReinventing Enterprise Operations
Reinventing Enterprise Operations
 
Semiconductor Gender Parity Study
Semiconductor Gender Parity StudySemiconductor Gender Parity Study
Semiconductor Gender Parity Study
 
The Industrialist: Trends & Innovations - March 2023
The Industrialist: Trends & Innovations - March 2023The Industrialist: Trends & Innovations - March 2023
The Industrialist: Trends & Innovations - March 2023
 
Nonprofit reinvention in a time of unprecedented change
 Nonprofit reinvention in a time of unprecedented change Nonprofit reinvention in a time of unprecedented change
Nonprofit reinvention in a time of unprecedented change
 
Free to be 100% me
Free to be 100% meFree to be 100% me
Free to be 100% me
 
The Industrialist: Trends & Innovations - February 2023
The Industrialist: Trends & Innovations - February 2023The Industrialist: Trends & Innovations - February 2023
The Industrialist: Trends & Innovations - February 2023
 
Mundo gamer e a oportunidade de entrada pela abordagem do movimento
Mundo gamer e a oportunidade de entrada pela abordagem do movimentoMundo gamer e a oportunidade de entrada pela abordagem do movimento
Mundo gamer e a oportunidade de entrada pela abordagem do movimento
 
Pathways to Profitability for the Communications Industry
Pathways to Profitability for the Communications IndustryPathways to Profitability for the Communications Industry
Pathways to Profitability for the Communications Industry
 
The Industrialist: Trends & Innovations - January 2023
The Industrialist: Trends & Innovations - January 2023The Industrialist: Trends & Innovations - January 2023
The Industrialist: Trends & Innovations - January 2023
 
Reimagining the Agenda | Accenture
Reimagining the Agenda | AccentureReimagining the Agenda | Accenture
Reimagining the Agenda | Accenture
 
Climate Leadership Eleventh Hour | Accenture
Climate Leadership Eleventh Hour | AccentureClimate Leadership Eleventh Hour | Accenture
Climate Leadership Eleventh Hour | Accenture
 

Recently uploaded

Fabular Frames and the Four Ratio Problem
Fabular Frames and the Four Ratio ProblemFabular Frames and the Four Ratio Problem
Fabular Frames and the Four Ratio Problem
Majid Iqbal
 
What Lessons Can New Investors Learn from Newman Leech’s Success?
What Lessons Can New Investors Learn from Newman Leech’s Success?What Lessons Can New Investors Learn from Newman Leech’s Success?
What Lessons Can New Investors Learn from Newman Leech’s Success?
Newman Leech
 
欧洲杯投注-欧洲杯投注买球-欧洲杯投注买球网|【​网址​🎉ac22.net🎉​】
欧洲杯投注-欧洲杯投注买球-欧洲杯投注买球网|【​网址​🎉ac22.net🎉​】欧洲杯投注-欧洲杯投注买球-欧洲杯投注买球网|【​网址​🎉ac22.net🎉​】
欧洲杯投注-欧洲杯投注买球-欧洲杯投注买球网|【​网址​🎉ac22.net🎉​】
brunasordi905
 
欧洲杯足彩-欧洲杯足彩押注-欧洲杯足彩押注官网|【​网址​🎉ac99.net🎉​】
欧洲杯足彩-欧洲杯足彩押注-欧洲杯足彩押注官网|【​网址​🎉ac99.net🎉​】欧洲杯足彩-欧洲杯足彩押注-欧洲杯足彩押注官网|【​网址​🎉ac99.net🎉​】
欧洲杯足彩-欧洲杯足彩押注-欧洲杯足彩押注官网|【​网址​🎉ac99.net🎉​】
mukeshomran942
 
Monthly Market Risk Update: June 2024 [SlideShare]
Monthly Market Risk Update: June 2024 [SlideShare]Monthly Market Risk Update: June 2024 [SlideShare]
Monthly Market Risk Update: June 2024 [SlideShare]
Commonwealth
 
Understanding-Stocks-and-Real-Estate.pptx
Understanding-Stocks-and-Real-Estate.pptxUnderstanding-Stocks-and-Real-Estate.pptx
Understanding-Stocks-and-Real-Estate.pptx
cosmo-soil
 
How to Invest in Cryptocurrency for Beginners: A Complete Guide
How to Invest in Cryptocurrency for Beginners: A Complete GuideHow to Invest in Cryptocurrency for Beginners: A Complete Guide
How to Invest in Cryptocurrency for Beginners: A Complete Guide
Daniel
 
Governor Olli Rehn: Inflation down and recovery supported by interest rate cu...
Governor Olli Rehn: Inflation down and recovery supported by interest rate cu...Governor Olli Rehn: Inflation down and recovery supported by interest rate cu...
Governor Olli Rehn: Inflation down and recovery supported by interest rate cu...
Suomen Pankki
 
The-National-Commission-for-Culture-and-the-Arts.ppt
The-National-Commission-for-Culture-and-the-Arts.pptThe-National-Commission-for-Culture-and-the-Arts.ppt
The-National-Commission-for-Culture-and-the-Arts.ppt
rubensimborio1
 
Navigating Your Financial Future: Comprehensive Planning with Mike Baumann
Navigating Your Financial Future: Comprehensive Planning with Mike BaumannNavigating Your Financial Future: Comprehensive Planning with Mike Baumann
Navigating Your Financial Future: Comprehensive Planning with Mike Baumann
mikebaumannfinancial
 
Singapore 2024 Event The Way Forward Slides
Singapore 2024 Event The Way Forward SlidesSingapore 2024 Event The Way Forward Slides
Singapore 2024 Event The Way Forward Slides
International Federation of Accountants
 
KYC Compliance: A Cornerstone of Global Crypto Regulatory Frameworks
KYC Compliance: A Cornerstone of Global Crypto Regulatory FrameworksKYC Compliance: A Cornerstone of Global Crypto Regulatory Frameworks
KYC Compliance: A Cornerstone of Global Crypto Regulatory Frameworks
Any kyc Account
 
PM pre reads for the product manager framework
PM pre reads for the product manager frameworkPM pre reads for the product manager framework
PM pre reads for the product manager framework
KishoreKatta6
 
Pension Playpen - TAS300 v2 maths and governance resets pension strategies (3...
Pension Playpen - TAS300 v2 maths and governance resets pension strategies (3...Pension Playpen - TAS300 v2 maths and governance resets pension strategies (3...
Pension Playpen - TAS300 v2 maths and governance resets pension strategies (3...
Henry Tapper
 
Presentation on recent trends in financial system .pptx
Presentation on recent trends in financial system .pptxPresentation on recent trends in financial system .pptx
Presentation on recent trends in financial system .pptx
SomiyahJagadeesh
 
Seeman_Fiintouch_LLP_Newsletter_Jun_2024.pdf
Seeman_Fiintouch_LLP_Newsletter_Jun_2024.pdfSeeman_Fiintouch_LLP_Newsletter_Jun_2024.pdf
Seeman_Fiintouch_LLP_Newsletter_Jun_2024.pdf
Ashis Kumar Dey
 
Accounting Information Systems (AIS).pptx
Accounting Information Systems (AIS).pptxAccounting Information Systems (AIS).pptx
Accounting Information Systems (AIS).pptx
TIZITAWMASRESHA
 
Chapter 25: Economic Growth Summary from Samuelson and Nordhaus
Chapter 25: Economic Growth Summary from Samuelson and NordhausChapter 25: Economic Growth Summary from Samuelson and Nordhaus
Chapter 25: Economic Growth Summary from Samuelson and Nordhaus
iraangeles4
 
Call Girls Chennai 8824825030 Independent Call Girl Service Chennai
Call Girls Chennai 8824825030 Independent Call Girl Service ChennaiCall Girls Chennai 8824825030 Independent Call Girl Service Chennai
Call Girls Chennai 8824825030 Independent Call Girl Service Chennai
namratasinha41
 
Dr. Alyce Su Cover Story - China's Investment Leader
Dr. Alyce Su Cover Story - China's Investment LeaderDr. Alyce Su Cover Story - China's Investment Leader
Dr. Alyce Su Cover Story - China's Investment Leader
msthrill
 

Recently uploaded (20)

Fabular Frames and the Four Ratio Problem
Fabular Frames and the Four Ratio ProblemFabular Frames and the Four Ratio Problem
Fabular Frames and the Four Ratio Problem
 
What Lessons Can New Investors Learn from Newman Leech’s Success?
What Lessons Can New Investors Learn from Newman Leech’s Success?What Lessons Can New Investors Learn from Newman Leech’s Success?
What Lessons Can New Investors Learn from Newman Leech’s Success?
 
欧洲杯投注-欧洲杯投注买球-欧洲杯投注买球网|【​网址​🎉ac22.net🎉​】
欧洲杯投注-欧洲杯投注买球-欧洲杯投注买球网|【​网址​🎉ac22.net🎉​】欧洲杯投注-欧洲杯投注买球-欧洲杯投注买球网|【​网址​🎉ac22.net🎉​】
欧洲杯投注-欧洲杯投注买球-欧洲杯投注买球网|【​网址​🎉ac22.net🎉​】
 
欧洲杯足彩-欧洲杯足彩押注-欧洲杯足彩押注官网|【​网址​🎉ac99.net🎉​】
欧洲杯足彩-欧洲杯足彩押注-欧洲杯足彩押注官网|【​网址​🎉ac99.net🎉​】欧洲杯足彩-欧洲杯足彩押注-欧洲杯足彩押注官网|【​网址​🎉ac99.net🎉​】
欧洲杯足彩-欧洲杯足彩押注-欧洲杯足彩押注官网|【​网址​🎉ac99.net🎉​】
 
Monthly Market Risk Update: June 2024 [SlideShare]
Monthly Market Risk Update: June 2024 [SlideShare]Monthly Market Risk Update: June 2024 [SlideShare]
Monthly Market Risk Update: June 2024 [SlideShare]
 
Understanding-Stocks-and-Real-Estate.pptx
Understanding-Stocks-and-Real-Estate.pptxUnderstanding-Stocks-and-Real-Estate.pptx
Understanding-Stocks-and-Real-Estate.pptx
 
How to Invest in Cryptocurrency for Beginners: A Complete Guide
How to Invest in Cryptocurrency for Beginners: A Complete GuideHow to Invest in Cryptocurrency for Beginners: A Complete Guide
How to Invest in Cryptocurrency for Beginners: A Complete Guide
 
Governor Olli Rehn: Inflation down and recovery supported by interest rate cu...
Governor Olli Rehn: Inflation down and recovery supported by interest rate cu...Governor Olli Rehn: Inflation down and recovery supported by interest rate cu...
Governor Olli Rehn: Inflation down and recovery supported by interest rate cu...
 
The-National-Commission-for-Culture-and-the-Arts.ppt
The-National-Commission-for-Culture-and-the-Arts.pptThe-National-Commission-for-Culture-and-the-Arts.ppt
The-National-Commission-for-Culture-and-the-Arts.ppt
 
Navigating Your Financial Future: Comprehensive Planning with Mike Baumann
Navigating Your Financial Future: Comprehensive Planning with Mike BaumannNavigating Your Financial Future: Comprehensive Planning with Mike Baumann
Navigating Your Financial Future: Comprehensive Planning with Mike Baumann
 
Singapore 2024 Event The Way Forward Slides
Singapore 2024 Event The Way Forward SlidesSingapore 2024 Event The Way Forward Slides
Singapore 2024 Event The Way Forward Slides
 
KYC Compliance: A Cornerstone of Global Crypto Regulatory Frameworks
KYC Compliance: A Cornerstone of Global Crypto Regulatory FrameworksKYC Compliance: A Cornerstone of Global Crypto Regulatory Frameworks
KYC Compliance: A Cornerstone of Global Crypto Regulatory Frameworks
 
PM pre reads for the product manager framework
PM pre reads for the product manager frameworkPM pre reads for the product manager framework
PM pre reads for the product manager framework
 
Pension Playpen - TAS300 v2 maths and governance resets pension strategies (3...
Pension Playpen - TAS300 v2 maths and governance resets pension strategies (3...Pension Playpen - TAS300 v2 maths and governance resets pension strategies (3...
Pension Playpen - TAS300 v2 maths and governance resets pension strategies (3...
 
Presentation on recent trends in financial system .pptx
Presentation on recent trends in financial system .pptxPresentation on recent trends in financial system .pptx
Presentation on recent trends in financial system .pptx
 
Seeman_Fiintouch_LLP_Newsletter_Jun_2024.pdf
Seeman_Fiintouch_LLP_Newsletter_Jun_2024.pdfSeeman_Fiintouch_LLP_Newsletter_Jun_2024.pdf
Seeman_Fiintouch_LLP_Newsletter_Jun_2024.pdf
 
Accounting Information Systems (AIS).pptx
Accounting Information Systems (AIS).pptxAccounting Information Systems (AIS).pptx
Accounting Information Systems (AIS).pptx
 
Chapter 25: Economic Growth Summary from Samuelson and Nordhaus
Chapter 25: Economic Growth Summary from Samuelson and NordhausChapter 25: Economic Growth Summary from Samuelson and Nordhaus
Chapter 25: Economic Growth Summary from Samuelson and Nordhaus
 
Call Girls Chennai 8824825030 Independent Call Girl Service Chennai
Call Girls Chennai 8824825030 Independent Call Girl Service ChennaiCall Girls Chennai 8824825030 Independent Call Girl Service Chennai
Call Girls Chennai 8824825030 Independent Call Girl Service Chennai
 
Dr. Alyce Su Cover Story - China's Investment Leader
Dr. Alyce Su Cover Story - China's Investment LeaderDr. Alyce Su Cover Story - China's Investment Leader
Dr. Alyce Su Cover Story - China's Investment Leader
 

The Digital CFO in Consumer Goods

  • 1. 2014 High Performance Finance Research The new focus for the digital CFO Consumer Goods and Services Results
  • 2. Copyright © 2014 Accenture All rights reserved. 2 High Performance Finance Research 2014 Accenture has a legacy of finance research, covering five phases: Accenture’s ongoing research into the role of finance and enterprise performance mastery in an organization’s journey to High Performance High Performance Business Research Phase I (2003) High Performance Finance Research Phase II (2004/06) High Performance Finance Research Phase III (2007/08) High Performance Finance Research Phase IV (2010/11) High Performance Finance Research Phase V (2013/14) •In 2003, Accenture launched a research study to empirically determine the key ingredients of a high-performance business •Thus far, over 6,000 companies have been studied, including more than 500 that meet our criteria as high performers I •Investigated the role of finance in overall high performance •Over 150 CFO interviews globally and 170+ companies benchmarked •Ongoing study of the relationship between the finance function and high performance. •Conducted 14 group interviews with 100 finance executives from Global 500 companies •Explored the most pressing global challenges for finance executives •How they addressed these challenges. •The strategies and practices leading organizations employed to contribute to high performance in finance and the enterprise at large •Explored the environment that impacts Finance and creates a gap between laggards and high performance finance organizations •Priorities of HPF organizations may be aligned to Customers of Finance, while laggards may focus on transactional activities and are disconnected from customer priorities •Investigated the impact of globalization and technology on the CFO agenda, and how finance organizations establish the foundation for the digital enterprise by simplifying processes and enabling analytics to drive economic outcomes •Main focus lies on the themes the Digital Enterprise and CFO Led Transformation II III IV V
  • 3. Copyright © 2014 Accenture All rights reserved. 3 High Performance Finance Research 2014 Relevance of this research Almost 40% of respondents represent companies with revenues in excess of US$10bn The findings in this research are based on interim findings from 617 Global respondents versus 56 Consumer Goods and Services respondents Respondents were evenly spread across all major geographic regions 62% of respondents were CFOs and the remainder were other senior finance executives
  • 4. Copyright © 2014 Accenture All rights reserved. 4 High Performance Finance Research 2014 Key findings | Global Managing volatility Navigating complexity The CFO as architect of business value •Finance functions have made significant progress in addressing powerful external forces that affect performance •Compared with our 2011 study, a lower proportion of CFOs say that regulation, permanent volatility, big data and analytics, and talent, are having a high impact on the performance of their finance function •CFOs are more satisfied with the performance of their teams than at any time since 2008 •Many of the key challenges facing finance relate to complexity, including complex legacy systems, addressing multiple stakeholders needs, supporting complex operating models, and mitigating new and complex risks •CFOs are structuring finance so that it has the flexibility to respond to complexity. They are implementing new operating models and technologies—a common theme is standardization •Companies are reducing their focus on cost control, and placing greater emphasis on growth activities •23% expect that their CFO will drive a broad enterprise transformation agenda in two years’ time The rise of digital on the CFO agenda •Many organizations are planning to invest heavily in digital technologies •Most organizations are at a relatively early stage of harnessing big data •CFOs are not just involved in digital technology investment decisions; some are getting in the driver’s seat High-performance businesses have more influential CFOs •They are more likely to report high levels of satisfaction with their finance function •They tend to have CFOs who have seen their strategic influence grow in recent years •They are more likely to have carried out operating model rationalization •They tend to have finance leaders that are more engaged in assessing technology investments
  • 5. Copyright © 2014 Accenture All rights reserved. 5 High Performance Finance Research 2014 Key findings | Consumer Goods and Services (CG&S) Key challenges facing the CG&S CFO Key priorities Key digital investments •Navigating permanent volatility, and also dealing with changes in the regulatory environment •Ensuring that the finance function is effective and flexible in delivering what the business needs •Dealing with legacy systems and managing new and complex risks •Finding the resources to execute transformation plans and overcoming resistance to change •Adoption of big data/analytics to accelerate insights and drive integration of business services •Providing insightful analytics to all enterprise functions •Ongoing functional cost reduction, operating model rationalization, and supply chain optimization •Partnering with the CEO to drive transformational change •Big data and analytics will experience particularly strong increases in investment, as will cloud computing •Social media will continue to play a key role in accessing new consumers and establishing a competitive advantage •The CFO is heavily involved in assessing technology investments, especially in redefining the cost model of the business and monitoring the return on these investments, once new technologies are deployed
  • 6. Copyright © 2014 Accenture All rights reserved. 6 High Performance Finance Research 2014 Global findings indicate that regulation and permanent volatility are having the biggest impact on the finance function 21% 29% 34% 38% 39% 53% 55% 54% 55% 56% 26% 16% 12% 6% 6% Talent - Major changes in demographics, needs, and skills of the finance workforce Digital Technology – Existing and emerging technologies such as mobility, social media, cloud, SaaS (Software as a Service) applied to create a digital … Big Data and Analytics - Increasing amount and sources of data volumes; and lack of synergy across systems and platforms Permanent Volatility - Globalization, uncertainty, pricing pressures and volatility Regulation - Shifting legislative, regulatory and compliance regimes High impact Moderate impact No impact or low impact How would you rate the effect of the following environmental developments on your finance function’s performance? Global findings •Regulation and permanent forces such as globalization and pricing pressures seem to have the highest effect on the performance of the finance function on a global level •Regulation shifts are seen as of much greater impact in the global sample than the CG&S one •The majority of the surveyed companies rate the environmental developments as having a moderate or high impact, something which seems to underline the need for an agile and flexible Finance function Digital Enterprise
  • 7. Copyright © 2014 Accenture All rights reserved. 7 High Performance Finance Research 2014 Permanent volatility is also a concern for CG&S respondents, as are regulation and big data and analytics How would you rate the effect of the following environmental developments on your finance function’s performance? CG&S findings •Permanent volatility is the most significant environmental factor for the finance function of CG&S companies, though its perceived impact is lower than in the global sample •Regulation and big data and analytics are considered by CG&S executives to have an equally high impact •Overall, the global sample of respondents considers the impact of environmental developments to be greater than that of CG&S respondents Digital Enterprise 34% 30% 30% 29% 18% 59% 63% 52% 55% 46% 7% 18% 16% 36% Permanent Volatility - Globalization, uncertainty, pricing pressures and volatility Regulation - Shifting legislative, regulatory and compliance regimes Big Data and Analytics - Increasing amount and sources of data volumes; and lack of synergy across systems and platforms Digital Technology – Existing and emerging technologies such as mobility, social media, cloud, SaaS (Software as a Service) applied to create a digital business Talent - Major changes in demographics, needs, and skills of the finance workforce High impact Moderate impact No impact or low impact 7%
  • 8. Copyright © 2014 Accenture All rights reserved. 8 High Performance Finance Research 2014 Globally, effectiveness of the finance function for business is considered very important How important are the following dimensions to the overall performance of your finance function? CFO-led transformation 66% 58% 51% 51% 50% 48% 43% 29% 28% 27% 18% 17% 30% 37% 44% 42% 44% 49% 48% 63% 65% 61% 59% 71% 3% 4% 5% 6% 5% 3% 8% 8% 6% 11% 20% 11% 1% 1% 1% 1% 1% 1% 1% 3% 1% Effectiveness of the finance function for the business (delivering what the business needs) Finance workforce effectiveness (productivity of the finance professional) Contributing to financial performance of the enterprise Flexibility of the finance function (ability to rapidly change in response to changing market conditions) Managing financial and non-financial risks Efficiency of the finance function for the business (cost to serve) Driving positive enterprise-wide change (leading programs beyond the finance function) Contributing to the strategic direction of the enterprise Addressing regulatory/compliance issues Preparing for growth Addressing sustainability issues (e.g. tracking carbon footprint) Capitalising on M&A opportunities – as acquirer or potential target Very important Important Unimportant Not important at all
  • 9. Copyright © 2014 Accenture All rights reserved. 9 High Performance Finance Research 2014 How important are the following dimensions to the overall performance of your finance function? CFO-led transformation 68% 57% 54% 50% 45% 45% 38% 36% 27% 23% 16% 13% 30% 38% 45% 41% 50% 50% 54% 54% 66% 64% 54% 68% 4% 7% 4% 4% 9% 5% 11% 29% Effectiveness of the finance function for the business (delivering what the business needs) Flexibility of the finance function (ability to rapidly change in response to changing market conditions) Finance workforce effectiveness (productivity of the finance professional) Managing financial and non-financial risks Contributing to financial performance of the enterprise Efficiency of the finance function for the business (cost to serve) Driving positive enterprise-wide change (leading programs beyond the finance function) Preparing for growth Addressing regulatory/compliance issues Contributing to the strategic direction of the enterprise Addressing sustainability issues (e.g. tracking carbon footprint) Capitalizing on M&A opportunities – as acquirer or potential target Very important Important Unimportant Not important at all 7% CG&S respondents also rate effectiveness, as well as flexibility and productivity, as very important for the finance function 2% 1% 18%
  • 10. Copyright © 2014 Accenture All rights reserved. 10 High Performance Finance Research 2014 Satisfaction with overall performance of their finance function is quite high How satisfied are you with the overall performance of your finance function across the following dimensions? CFO-led transformation 42% 38% 35% 35% 33% 28% 22% 19% 15% 15% 14% 7% 45% 46% 48% 48% 46% 55% 67% 66% 67% 59% 67% 69% 9% 14% 12% 13% 15% 13% 9% 11% 15% 21% 16% 19% 4% 2% 4% 4% 5% 4% 2% 3% 3% 5% 3% 4% 1% 1% 1% 1% Effectiveness of the finance function for the business (delivering what the business needs) Finance workforce effectiveness (productivity of the finance professional) Flexibility of the finance function (ability to rapidly change in response to changing market conditions) Managing financial and non-financial risks Driving positive enterprise-wide change (leading programs beyond the finance function) Contributing to financial performance of the enterprise Efficiency of the finance function for the business (cost to serve) Contributing to the strategic direction of the enterprise Addressing regulatory/compliance issues Addressing sustainability issues (e.g. tracking carbon footprint) Preparing for growth Capitalizing on M&A opportunities – as acquirer or potential target Very satisfied Satisfied Neither satisfied nor dissatisfied Dissatisfied Very dissatisfied
  • 11. Copyright © 2014 Accenture All rights reserved. 11 High Performance Finance Research 2014 CG&S respondents appear less satisfied than their global counterparts How satisfied are you with the overall performance of your finance function across the following dimensions? CFO-led transformation 39% 39% 36% 34% 25% 25% 21% 16% 16% 14% 9% 5% 46% 34% 48% 43% 59% 57% 63% 64% 63% 64% 66% 63% 18% 11% 14% 13% 16% 9% 18% 16% 18% 21% 29% 5% 9% 5% 9% 4% 7% 4% 2% 4% 4% Effectiveness of the finance function for the business (delivering what the business needs) Driving positive enterprise-wide change (leading programs beyond the finance function) Flexibility of the finance function (ability to rapidly change in response to changing market conditions) Finance workforce effectiveness (productivity of the finance professional) Managing financial and non-financial risks Contributing to financial performance of the enterprise Efficiency of the finance function for the business (cost to serve) Addressing regulatory/compliance issues Preparing for growth Contributing to the strategic direction of the enterprise Addressing sustainability issues (e.g. tracking carbon footprint) Capitalizing on M&A opportunities – as acquirer or potential target Very satisfied Satisfied Neither satisfied nor dissatisfied Dissatisfied Very dissatisfied
  • 12. Copyright © 2014 Accenture All rights reserved. 12 High Performance Finance Research 2014 CG&S respondents face similar challenges as compared to their global counterparts, and they find legacy systems and managing complex risks most daunting Which of the following are your greatest challenges as a senior finance executive? Digital Enterprise 55% 50% 48% 46% 28% 26% 25% 22% 22% 20% 18% 15% 13% 61% 48% 48% 50% 21% 16% 16% 29% 29% 21% 18% 14% 11% Global CG&S Complex legacy systems and environment The need to optimize the capital structure of the enterprise Managing the complex needs of all stakeholders (board of directors, investors, etc.) Managing new and complex financial, business and operational risks The need to support complex enterprise operating models, making process standardization difficult across finance Adapting the service model to align with business strategies and improve performance Lack of integration between corporate vision, strategy, operating plans and reporting processes Not enough time to focus on value-oriented finance capabilities due to high level of manual work, attention on controls or regulatory requirements Finding and retaining a skilled finance workforce Converting increased volumes of data into business insight to meet the speed required for decision making Inadequate access to appropriate enterprise-wide performance management information Lack of value-oriented culture and finance acumen throughout the enterprise Insufficient funding to enhance the finance function’s capabilities
  • 13. Copyright © 2014 Accenture All rights reserved. 13 High Performance Finance Research 2014 28% 16% 36% 39% 36% 45% Today 2 Years Primarily on cost control Primarily on investment in growth-oriented activities (e.g. innovation, market expansion, etc.) About evenly split between cost control and growth 22% 11% 24% 28% 55% 61% Today 2 Years The focus of CG&S respondents is more balanced between growth investments and cost controls, and that balance is expected to become more prevalent in the future Which ONE of the following best characterizes your company’s/organization’s overall focus today and which do you expect to characterize your focus in two years’ time? CFO-led transformation Global findings CG&S findings
  • 14. Copyright © 2014 Accenture All rights reserved. 14 High Performance Finance Research 2014 CG&S CFOs are measured on similar parameters as compared to their global peers, with other profitability metrics significantly trumping the importance of EBITDA Which of the following are used to measure the performance of your CFO? CFO-led transformation 58% 50% 45% 44% 39% 34% 32% 30% 28% 28% 24% 13% 10% 64% 38% 45% 34% 36% 43% 39% 29% 34% 36% 23% 11% 5% Profitability EBITDA Return on Capital (ROC) / Return on Invested Capital (ROIC) Cost/Cost Ratios Total Shareholder Return (TSR) EPS/Net Income Cash Flow Operating Income Margin Cost of Finance as a % of Revenue Revenue Growth Return on Equity (ROE) Other finance function measures (e.g. days to close) Non-financial measures (e.g. attrition) Global CG&S
  • 15. Copyright © 2014 Accenture All rights reserved. 15 High Performance Finance Research 2014 Like their global counterparts, CG&S CFOs are likely to partner mainly with the CEO, COO and CSO to drive transformational change Which of the following C-level executives does the CFO partner with to drive transformational change? CFO-led transformation 81% 46% 39% 25% 24% 24% 21% 21% 83% 40% 40% 23% 21% 9% 32% 34% Chief Executive Officer Chief Operating Officer Chief Strategy Officer Chief Information Officer Chief Procurement Officer Chief Risk Officer Chief Marketing Officer Chief Human Resources Officer Global CG&S
  • 16. Copyright © 2014 Accenture All rights reserved. 16 High Performance Finance Research 2014 Globally CFOs have seen their influence increase in areas like enterprise functions, regulation, strategic decision making etc., but reduce in areas like leveraging digital technologies, transaction processing etc. Over the past two years, to what degree has the CFO’s influence across the following enterprise activities changed? CFO-led transformation 21% 21% 20% 17% 16% 12% 12% 11% 11% 10% 10% 10% 40% 40% 40% 43% 45% 61% 40% 33% 30% 35% 32% 26% 32% 36% 37% 37% 37% 25% 47% 53% 54% 43% 55% 55% 6% 2% 3% 3% 2% 2% 1% 2% 4% 12% 2% 7% 1% 1% 1% 1% 1% 2% Partnering effectively with other enterprise functions Proactively responding to regulatory changes Providing insightful analytics to the company/enterprise Executing business transformation initiatives Building the business case for transformation Challenging and supporting strategic decision-making Influencing the strategic planning process Transforming the business model Executing transaction processing activities Identifying growth opportunities Transforming the operating model Leveraging digital technologies (e.g. Cloud, analytics, mobile) Significant increase Increase No change Decrease Significant decrease
  • 17. Copyright © 2014 Accenture All rights reserved. 17 High Performance Finance Research 2014 CG&S CFOs have similarly seen an increase in their influence across the spectrum of enterprise activities Over the past two years, to what degree has the CFO’s influence across the following enterprise activities changed? CFO-led transformation 19% 15% 15% 13% 13% 11% 11% 11% 11% 11% 9% 9% 42% 43% 40% 47% 30% 62% 40% 34% 32% 32% 55% 47% 34% 42% 45% 30% 53% 26% 49% 51% 43% 38% 30% 42% 6% 9% 4% 4% 11% 19% 6% 2% 2% Providing insightful analytics to the company/enterprise Executing business transformation initiatives Building the business case for transformation Partnering effectively with other enterprise functions Transforming the business model Challenging and supporting strategic decision-making Transforming the operating model Executing transaction processing activities Leveraging digital technologies (e.g. Cloud, analytics, mobile) Identifying growth opportunities Proactively responding to regulatory changes Influencing the strategic planning process Significant increase Increase No change Decrease Significant decrease
  • 18. Copyright © 2014 Accenture All rights reserved. 18 High Performance Finance Research 2014 Both global and CG&S organizations have initiated or completed activities such as functional cost reduction and operating model rationalization in the past two years, whereas CG&S organizations have focused relatively more on areas such as supply chain and new markets Which of the following has your organization initiated or completed in the past two years? CFO-led transformation 75% 66% 53% 43% 42% 35% 35% 31% 25% 23% 22% 19% 77% 70% 45% 52% 48% 34% 64% 29% 27% 38% 29% 18% Functional cost reduction Operating model rationalization Business portfolio rationalization New market entry Product/service rationalization Mergers and acquisitions Supply chain optimization Workforce rationalization Shared services creation/expansion Sustainability or Green initiatives Shift to digital technology and businesses Outsourcing Global CG&S
  • 19. Copyright © 2014 Accenture All rights reserved. 19 High Performance Finance Research 2014 Like their global counterparts, CG&S CFOs are deeply involved in visioning functional cost reduction and operating model rationalization; their involvement is higher in areas such as product/service rationalization and new market entry For which of the following has the CFO been involved in vision? CFO-led transformation 72% 54% 35% 33% 32% 22% 21% 19% 18% 18% 13% 10% 72% 53% 38% 40% 26% 26% 30% 26% 26% 19% 9% 8% Functional cost reduction Operating model rationalization Business portfolio rationalization New market entry Mergers and acquisitions Global sustainability Product/service rationalization Shared services creation/expansion Supply chain optimization Workforce rationalization Outsourcing Digital revolution Global CG&S
  • 20. Copyright © 2014 Accenture All rights reserved. 20 High Performance Finance Research 2014 The involvement of CG&S CFOs in design is even greater in areas such as functional cost reduction and new market entry For which of the following has the CFO been involved in design? CFO-led transformation 69% 45% 29% 28% 24% 20% 16% 16% 15% 14% 11% 9% 72% 40% 26% 34% 24% 22% 14% 14% 14% 14% 6% 4% Functional cost reduction Operating model rationalization Mergers and acquisitions New market entry Business portfolio rationalization Global sustainability Workforce rationalization Product/service rationalization Shared services creation/expansion Supply chain optimization Outsourcing Digital revolution Global CG&S
  • 21. Copyright © 2014 Accenture All rights reserved. 21 High Performance Finance Research 2014 … which is also the case with implementation For which of the following has the CFO been involved in implementation? CFO-led transformation 72% 42% 28% 27% 21% 20% 17% 17% 13% 12% 12% 9% 76% 44% 18% 32% 22% 22% 12% 20% 20% 14% 10% 4% Functional cost reduction Operating model rationalization Mergers and acquisitions New market entry Global sustainability Business portfolio rationalization Workforce rationalization Shared services creation/expansion Supply chain optimization Product/service rationalization Outsourcing Digital revolution Global CG&S
  • 22. Copyright © 2014 Accenture All rights reserved. 22 High Performance Finance Research 2014 Global CFOs consider building a business case and measuring the benefits of transformation as most challenging Which of the following aspects of business transformation does your organization find most challenging? (Enter consecutive answers in the range 1 to 3 where 1 is the most challenging) CFO-led transformation 50% 42% 34% 32% 31% 30% 28% 24% 19% 26% 27% 39% 36% 33% 36% 36% 40% 30% 24% 31% 27% 32% 36% 34% 36% 36% 51% Building the business case for transformation Measuring the business benefits of transformation Finding the resources to execute the transformation plan Achieving profitability without increasing revenues Identifying the right expertise to execute the transformation plan Reaching consensus among key stakeholders Managing the change process Overcoming resistance to change Explaining the benefits of the change to key external stakeholders 1 2 3
  • 23. Copyright © 2014 Accenture All rights reserved. 23 High Performance Finance Research 2014 CG&S CFOs consider finding the resources to execute transformation plans and overcoming resistance to change as most challenging Which of the following aspects of business transformation does your organization find most challenging? (Enter consecutive answers in the range 1 to 3 where 1 is the most challenging) CFO-led transformation 45% 45% 41% 33% 33% 28% 23% 19% 13% 41% 27% 29% 42% 37% 32% 31% 25% 38% 14% 27% 29% 25% 30% 40% 46% 56% 50% Finding the resources to execute the transformation plan Overcoming resistance to change Measuring the business benefits of transformation Building the business case for transformation Managing the change process Reaching consensus among key stakeholders Identifying the right expertise to execute the transformation plan Achieving profitability without increasing revenues Explaining the benefits of the change to key external stakeholders 1 2 3
  • 24. Copyright © 2014 Accenture All rights reserved. 24 High Performance Finance Research 2014 Compared to their global counterparts, CG&S organizations are similarly inclined to use digital technologies such as big data and analytics and cloud computing Organizations use digital technologies to … Digital Enterprise 65% 53% 23% 17% 14% 53% 51% 20% 14% 18% Big Data and/or Analytics Cloud Computing and/or Softwareas a Service (SaaS) Mobile Social Media N/A, not using digital technologies Global CG&S …deliver tangible business results for stakeholders 72% 57% 19% 13% 9% 63% 54% 10% 12% 10% Big Data and/or Analytics Cloud Computing and/or Softwareas a Service (SaaS) Mobile Social Media N/A, not using digital technologies … accelerate insights for better decision-making
  • 25. Copyright © 2014 Accenture All rights reserved. 25 High Performance Finance Research 2014 CG&S organizations are ahead of their global counterparts in using digital technologies, especially social media, to access new consumers and establish a competitive advantage Organizations use digital technologies to … Digital Enterprise … create access to new consumers … establish a competitive advantage 62% 60% 58% 53% 18% 78% 59% 55% 39% 10% Social Media Mobile Big Data and/or Analytics Cloud Computing and/or Softwareas a Service (SaaS) N/A, not using digital technologies Global CG&S 67% 63% 56% 51% 28% 71% 67% 54% 63% 13% Cloud Computing and/or Softwareas a Service (SaaS) Big Data and/or Analytics Mobile Social Media N/A, not using digital technologies
  • 26. Copyright © 2014 Accenture All rights reserved. 26 High Performance Finance Research 2014 CG&S organizations, as well as Global ones, rely heavily on cloud computing and big data/analytics to achieve integration of business services Which digital technologies are being used by your organization to achieve integration of business services across the enterprise (e.g. finance, HR)? Digital Enterprise 69% 66% 17% 11% 18% 67% 58% 14% 25% 14% Cloud Computing and/or Softwareas a Service (SaaS) Big Data and/or Analytics Mobile Social Media N/A, not using digital technologies Global CG&S
  • 27. Copyright © 2014 Accenture All rights reserved. 27 High Performance Finance Research 2014 CFOs are considered quite important in driving a diverse set of outcomes for their organizations How important is having the CFO drive these outcomes for your organization? Digital Enterprise 49% 46% 43% 39% 32% 32% 29% 29% 26% 21% 17% 39% 43% 43% 51% 36% 49% 53% 39% 59% 64% 61% 9% 9% 11% 9% 21% 15% 14% 22% 11% 14% 19% 2% 1% 2% 9% 3% 3% 8% 3% 1% 2% 1% 1% 1% 1% 2% 1% 1% 2% 1% 1% Adapting swiftly to regulatory changes around the globe Delivering tangible business results for stakeholders Accelerating insights for better decision-making Creating cost transparency Developing new products, services and markets Reacting 24/7 to shareholder and market trends Establishing competitive advantage Creating access to new customers (B2B or B2C) Performing finance and accounting in the cloud Lowering operating costs despite rising complexity Integration of business services across the enterprise (e.g. finance, HR) Very important Important Neither important nor unimportant Unimportant Very unimportant
  • 28. Copyright © 2014 Accenture All rights reserved. 28 High Performance Finance Research 2014 CG&S CFOs are considered even more important in driving many of the same outcomes How important is having the CFO drive these outcomes for your organization? Digital Enterprise 52% 52% 46% 38% 32% 30% 27% 25% 25% 21% 21% 36% 34% 38% 41% 46% 41% 52% 29% 29% 57% 48% 11% 13% 14% 16% 16% 27% 13% 34% 32% 16% 27% 4% 4% 7% 11% 13% 4% 2% 2% 2% 2% 2% 2% 2% 2% 2% 2% 2% 2% Creating cost transparency Accelerating insights for better decision-making Delivering tangible business results for stakeholders Adapting swiftly to regulatory changes around the globe Establishing competitive advantage Lowering operating costs despite rising complexity Reacting 24/7 to shareholder and market trends Creating access to new customers (B2B or B2C) Developing new products, services and markets Performing finance and accounting in the cloud Integration of business services across the enterprise (e.g. finance, HR) Very important Important Neither important nor unimportant Unimportant Very unimportant
  • 29. Copyright © 2014 Accenture All rights reserved. 29 High Performance Finance Research 2014 Globally, satisfaction levels with CFOs’ involvement in driving outcomes is quite high How satisfied are you that the CFO is sufficiently involved in driving these outcomes for your organization? Digital Enterprise 36% 36% 34% 26% 24% 24% 22% 18% 18% 13% 10% 48% 47% 47% 53% 55% 58% 54% 61% 59% 65% 67% 15% 13% 16% 17% 17% 14% 20% 18% 20% 17% 18% 1% 4% 2% 4% 3% 4% 4% 3% 3% 5% 5% 1% 1% Adapting swiftly to regulatory changes around the globe Delivering tangible business results for stakeholders Accelerating insights for better decision-making Reacting 24/7 to shareholder and market trends Establishing competitive advantage Creating cost transparency Developing new products, services and markets Performing finance and accounting in the cloud Creating access to new customers (B2B or B2C) Integration of business services across the enterprise (e.g. finance, HR) Lowering operating costs despite rising complexity Very satisfied Satisfied Neither satisfied nor dissatisfied Dissatisfied Very dissatisfied
  • 30. Copyright © 2014 Accenture All rights reserved. 30 High Performance Finance Research 2014 There are similarly high levels of satisfaction among CG&S respondents with the involvement of their CFOs in driving outcomes How satisfied are you that the CFO is sufficiently involved in driving these outcomes for your organization? Digital Enterprise 38% 38% 30% 23% 20% 18% 16% 13% 11% 11% 7% 43% 39% 52% 54% 54% 52% 52% 59% 66% 52% 68% 20% 23% 13% 20% 21% 27% 30% 27% 23% 30% 21% 5% 4% 5% 4% 2% 2% 7% 4% Accelerating insights for better decision-making Adapting swiftly to regulatory changes around the globe Delivering tangible business results for stakeholders Creating cost transparency Reacting 24/7 to shareholder and market trends Establishing competitive advantage Creating access to new customers (B2B or B2C) Performing finance and accounting in the cloud Lowering operating costs despite rising complexity Developing new products, services and markets Integration of business services across the enterprise (e.g. finance, HR) Very satisfied Satisfied Neither satisfied nor dissatisfied Dissatisfied Very dissatisfied
  • 31. Copyright © 2014 Accenture All rights reserved. 31 High Performance Finance Research 2014 18% 14% 10% 10% 20% 10% 16% 12% 41% 38% 47% 53% 20% 38% 25% 22% 2% Cloud Computing and or Software as a Service (SaaS) Mobile Social Media Big Data and or Analytics Cloud and mobile technologies will attract the greatest spending increases, both globally and among CG&S companies Over the next two years, how will the level of investment (this includes all personnel, technology, administration, and project costs) by the organization change for the following technologies? Digital Enterprise 11% 9% 7% 6% 28% 14% 21% 11% 48% 42% 55% 37% 14% 34% 15% 44% 1% 2% 1% 1% Cloud Computing and or Software as a Service (SaaS) Mobile Big Data and or Analytics Social Media Greater than 50% increase Between 26% and 50% increase Up to 25% increase No change Up to 25% decrease Between 26% and 50% decrease Greater than 50% decrease Global CG&S
  • 32. Copyright © 2014 Accenture All rights reserved. 32 High Performance Finance Research 2014 Global and CG&S CFOs are similarly involved in assessing digital technology investments To what degree is the CFO involved in assessing digital technology investments? Digital Enterprise 27% 37% 19% 38% 59% 57% 40% 56% 14% 6% 41% 6% Guiding, prioritizing and managing technology investment decisions Monitoring the return on the investment from approval to post implementation Identifying what technologies should be retired as new technologies are deployed to ensure full benefit realization Redefining the cost model of the business as new technologies are implemented Drives decisions and actions Provides input Not at all Global CG&S 24% 35% 19% 37% 63% 58% 44% 58% 14% 8% 37% 6% Guiding, prioritizing and managing technology investment decisions Monitoring the return on the investment from approval to post implementation Identifying what technologies should be retired as new technologies are deployed to ensure full benefit realization Redefining the cost model of the business as new technologies are implemented
  • 33. Copyright © 2014 Accenture All rights reserved. 33 High Performance Finance Research 2014 Global respondents are largely in agreement with these statements Please indicate the extent to which you agree or disagree with the following statements. Digital Enterprise 40% 31% 31% 23% 17% 43% 49% 55% 58% 58% 11% 15% 8% 14% 19% 5% 4% 6% 4% 5% 1% 1% The target setting process in our organization ensures alignment of goals across the enterprise We monitor the impact of volume, price and product mix changes on the business The capital planning process in our organization is fully integrated with the business planning and budgeting processes Business management has a high degree of confidence in the outputs of the budget and forecasting process The planning and budgeting process in our organization is based on clearly visible internal and external drivers Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree
  • 34. Copyright © 2014 Accenture All rights reserved. 34 High Performance Finance Research 2014 CG&S respondents express similarly strong levels of agreement Please indicate the extent to which you agree or disagree with the following statements. Digital Enterprise 41% 38% 20% 20% 14% 36% 45% 66% 59% 64% 20% 11% 7% 20% 14% 4% 7% 5% 2% 7% 2% We monitor the impact of volume, price and product mix changes on the business The target setting process in our organization ensures alignment of goals across the enterprise The capital planning process in our organization is fully integrated with the business planning and budgeting processes The planning and budgeting process in our organization is based on clearly visible internal and external drivers Business management has a high degree of confidence in the outputs of the budget and forecasting process Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree