The ever changing role of the "CFO" in a world of adversity

Ted Myers tedmyerscpa@gmail.comwww.linkedin.com/in/tedsonmyerswww.tedsonmyerscpa.comhttp://twitter.com/tedmyerscpa1847-917-3616

Successful financial leadership in 2017:

How does your organization compare?

The following slides demonstrate key character traits of high performing financial teams and functions in 2017. They are ‘night & day’ different from how we have known them historically.

How does your organization’s financial

leadership, strategy, staff, and impact compare?

Is your existing financial team intuitively analytical, providing transparent predictive information?

They “should be spending 10% of their time on transactional and 90% of their time on analytics”.

When more time is spent on analytics, financial issues become more visible and apparent, clearing the way for future growth and opportunity.

The level of risk and rate at which risk is increasing is unprecedented! As a result, risk management requires skilled risk management processes. Accordingly, the senior finance executive must work in tandem with the CEO to create a resilient and strengthened business model.

Is your existing financial team prepared to manage increasing amounts of risk?

Is your existing financial team adapting to new technology and enabling innovation?

The traditional metrics, ROI (return on investment), ROC (return on capital) & Payback Period are a financial barometer of evaluation. Tools that should never inhabit innovation, but rather initiate further investigation and promote creativity.

Successful financial teams have radically updated their process mindset. Hiring, developing and managing people is an intuitive process as it

relates to existing employment business models. They drive organizational hiring strategy and tactical activities.

Is your existing financial leadership team, by comparison to three years ago, better at hiring, developing, leading, and managing people?

Is your existing finance team required to guide decisions in politically charged atmospheres?

Finance teams need to partner with their organizations in areas such as union regulations, minimum wage laws, and competitive benefit requirements. They are proactive in understanding how political, legislative, and external factors can create unforeseen

change in our rapid-fire unpredictable world.

Financial leaders must manage ‘big data’ as a primary integer of business operations.

According to recent surveys 93% of people surveyed said the way decisions are made in the future will

change as result of ‘big data’ and analytics.

Successful financial leadership must have expertise in measuring data and analytics from outside their organization.

It’s not just about asking the right questions. It’s about knowing to look inside and outside an

organization in the first place.

Does your financial leadership and team have clear expert

understanding of how business drivers and underlying non-financial

information is driving your organizations financial strategy and

information?Financial management teams need to understand the accretive value their company is creating based on variables like intellectual property and intangible assets.

Hiring, training, developing staff, leading, managing, and succession planning are at the top of the priority list in successful and innovative organizations more than ever. The future belongs to those that value employees as their #1 priority.

The most progressive financial leaders are driving their organizations ‘human capital’ strategy, process, and tactical activities to elevate the importance, significance, priority, strategy, and efforts. This is a significant advantage and change from viewing labor as a cost to viewing employees as the vehicle for success.

Modern successful financial leaders drive innovative and competitive hiring

strategy and process. They create a successful and effective hiring brand and candidate experience process.

They ‘get’ hiring better than HR.

Does your financial leadership see people as the key to organizational success, growth, and prosperity?

Or do they…(shudder)…maintain a dated way of viewing people as a

cost ?

Organizations who value employees = organizations who will dominate in 2017 and

beyond.

It is time we started questioning if our financial leadership and teams are on the right track and consist of

the right people.

It is time we had financial leadership and teams who were innovative,

progressive, and had modern, current, relevant experience and wisdom to

drive organizational success and growth.

Everyone is accountable for evaluating their organization’s

financial leadership team, strategy, process, staff, value, impact, and

relevancy in 2017!

Does your current financial leadership, team, process, strategy,

value, and impact align with leading innovative, progressive,

relevant, and successful organizations ?

How would you measure them against modern and updated wisdom and ‘best practices’ ?

Are they in balance with the needs of the organization?

Have they significantly proactively modernized their thought

leadership, strategy, innovation, process, and relationship to the

organization?

It is not about what has worked. It is about what will continue to work

in the future.

Your financial leadership must have evolved to be an innovative driver,

catalyst, thought-leader consistently evangelizing and empowering the

overall organization to grow, succeed, and prosper.

Doesn’t your organization deserve better?

Then take the wheel and get going. Your organizations future success

and direction is at stake.

Ted Myers tedmyerscpa@gmail.comwww.linkedin.com/in/tedsonmyerswww.tedsonmyerscpa.comhttp://twitter.com/tedmyerscpa1847-917-3616

Let’s make your organization’s future success, growth, advancement, health, and prosperity a certainty!