As CFOs grapple with industry pressures and fierce competition, a well-executed finance digital transformation program can help organizations be agile, responsive and profitable. Better equipped to make informed business decisions. The cost of delay is too great.
CFOs across different industries have a unique opportunity to transform finance functions into proactive growth and profit drivers. By applying strategic thinking, implementing a hybrid HR model, redesigning processes for efficiency and agility, leveraging technology, and ensuring a systematic approach to transformation, CFOs can lead your organization into a future where “the art of the possible” is realized.
Digitally transforming financial operations is not only necessary but also a strategic requirement. Here are five approaches CFOs can use to lead business transformation.
5 approaches CFOs can use to digitally transform finance operations
Strategic finance as a catalyst for growth
CFOs are positioned to play a key role in driving change. When integrated with the broader business, the strategic finance function can ensure transparent and agile information, contributing to improved business performance. Finance functions demonstrate excellence collaborating with business leaders to establish the vision for services, processes and organizational models.
CFOs are essential participants in the decision-making process, playing a key role in identifying the right markets to enter or exit, assessing the impact of scenarios on profitability, managing Monitor capital allocation, shape risk management strategies, implement cost management and build product strategies to facilitate growth.
A strategic approach to HR
As technology advances and markets change, CFOs recognize the need to consider the finance function beyond a traditional behind-the-scenes support unit. Implementing a hybrid staffing model, which combines talent from domestic and global sources, allows the CFO to identify the specific skills needed for the organization, while following a cost-effective and streamlined.
Strategic reallocation of effort from non-value-added activities enables finance teams to apply in-depth analytics and foster collaborative partnerships. This flexible operating framework allows the finance function to respond effectively to different levels of the business and scale as needed.
Redesign processes for efficiency and flexibility
Finance functions often struggle with poorly integrated processes, limiting the potential to unlock value from data. Process transformation is critical to increase simplicity and efficiency in operational processes, focus on achieving the best cost outcomes, while facilitating analysis, understanding and Flexibility for processes that meet standards of excellence.
Integrated cost management enhances transparency, control and accountability, promoting operational efficiency and hygiene.
Efficiency is achieved through standardization and automation, improving data accuracy and redirecting employee efforts from production to analysis that contributes to decision making.
Using flexible scenario planning and analytics facilitates adaptation to unforeseen events and changes, enriching strategic planning throughout annual P&L cycles.
Proactively apply technology
In an era where data plays a central role in every aspect of operations, CFOs recognize the importance of adopting technology to mitigate the challenges associated with a complex data landscape. Technology upgrades and migration to cloud-based solutions enable financial institutions to drive internal and external insights.
Use advanced analytics and predictive modeling to better understand customer behavior, assess risk, and optimize pricing. Adopt cloud solutions for flexibility, reduce infrastructure costs, seamlessly integrate with third-party systems, and enhance collaboration. Deploy user-friendly data visualization tools to enable self-service reporting, minimize dependence on the IT team, and facilitate faster decision making.
HSBC applies AI technology and machine learning (ML) to detect violations, in an effort to reduce fraud, helping them save millions of dollars each year.
According to Deloitte, 53% organizations have begun implementation Process automation using robots (RPA), a number expected to increase to 72% within the next two years. IDC found that 79% organizations using RPA have reduced errors, and many of the respondents also reported improvements in process efficiency. Many organizations have focused on hyperautomation. Research shows that 80% will hyper-automate their technology roadmap in the next 24 months.
Or Gartner predicted that by 2024, hyperautomation will allow organizations to reduce operating costs by 30%. By 2025, Gartner predicts the hyperautomation software market will reach nearly $860 billion.
Agile transformation and critical success factors
Finance digital transformation initiatives may not always meet expectations due to a number of factors. CFOs are recommended to apply a systematic strategy, actively monitor ROI, evaluate financial operating models, and chart initiatives on a 2×2 matrix assessing impact. Dynamic versus complex.
A methodical strategy requires prioritizing initiatives by considering a framework that differentiates between best cost and best of class. Charting initiatives on a two-dimensional matrix establishes a roadmap with priority initiatives for transformation. Continuous measurement of progress against expected results is critical to success.
According to Harvard Business Review, companies that are more adaptable are more likely to succeed during times of turmoil.
Digitally transforming financial operations is a continuous journey that requires strong commitment from leadership, active participation from employees, and flexibility to adapt to constant changes. By applying the approaches outlined in this article, CFOs can lead their organizations into a future where the finance function serves as a key driver of growth and innovation.
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