Thriving in the New World requires a CFO to expand their Guardian role for the organization. The CFO must see themselves driving the organization’s efforts to harness increasing levels of complexity while embedding behaviours and systems to defend against existing and emerging threats to business continuity.
Organizations of all sizes have relied on their financial leaders to develop internal control systems and financial compliance with taxation and regulatory bodies. The business owner and key stakeholders will better navigate the future by ensuring their financial leader is accountable for maximising the organization’s overall information integrity and for broadening the compliance framework.
Successfully achieving this broader mandate will require the CFO to elevate their collaboration and partnership with other functional leaders. Success will also depend on how intensely the leadership team commits to sharpening their ability to convert information into insight. There are two initiatives your CFO can pursue to create greater visibility of information related opportunities and potential compliance challenges.
Harnessing Digital Transformation
The recent pandemic has accelerated the digital transformation for every business. Over the past year, it has become clear that companies who want to win must consistently adopt emerging technologies to exploit the opportunities offered by digitization. Businesses who select the right solutions will convert the promise of richer information into higher revenue and lower costs.
It is likely your business is headed towards larger technology investment. Business leaders must, of course, rely on their technology advisors and their market oriented leadership to drive digital transformation; however, the contribution of the CFO should not be overlooked. Owners and CEOs should seek to pair their technology advisor with their financial advisor to ensure the technology selection process is sufficiently thorough and holistic.
Decision makers often desire greater amounts of information; however, there is no guarantee it leads to better decisions. For most organizations, their finance teams have the most experience in digesting large amounts of information and structuring it to make recommendations. Fostering collaboration between finance staff and your digital marketing leaders will promote more streamlined, more accurate, more actionable information.
Creating a Compliance Culture
The reality is that discussions regarding “compliance” are low on the excitement list for most individuals, and almost certainly not the driving force for most CEO’s or owner operators. For finance and operations teams, compliance may not be their primary passion; however, their functional success links directly to processes that ensure compliance requirements are visible and achieved. The challenge for compliance in a post pandemic world has grown. Workers remotely accessing business systems and confidential data puts greater pressure on protecting customer information and maintaining adherence to internal practices.
It is no surprise that the first step to creating a compliance culture begins with the leadership team. For many business the choice to task the CFO to take on compliance culture responsibilities will reinforce to employees the organization’s commitment to a disciplined overall compliance framework. Your CFO should bring a compliance mindset to the organization. Equally importantly, they should bring proven methods to establish compliance systems.
Once the initial building blocks of leadership commitment and senior level accountability are established, the CFO can work with their colleagues to put in place three additional elements that have proven effective in financial compliance. These elements are Visibility, Review and Corrective Action. These three elements have been essential for every finance leader to demonstrate a reliable compliance framework to tax authorities, regulatory bodies, and financial stakeholders.
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