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1、2021年首席财务官（CFO）报告埃森哲发布了“2021年首席财务官（CFO）报告”。随着 大流行继续挑战全球企业，首席财务官（CFO）的角色 已从企业的“经济监护人”进一步转移到“业务价值的架 构师”和“数字战略的催化剂”，将近3/4的全球CFO（72%） 报告他们对企业的适当技术方向拥有最终决定权。该报告确定了一群精英CFO （ 17%）,他们有效地转变 了自己的角色，从而对其组织的顶线增长和底线盈利能 力产生了积极的变化。充分体现其新角色并以突破性速 度有效运作。他们可以在未来三年内将其EBITDA复合 年增长率从3.8%提高到6.9%,几乎翻一番，并将其企 业收入复合年增长率从2.7%
2、提高到3.0%。这些优秀的CFO突破了职责范围，并在以下三个角色上 产生了持久的影响：“经济监护人”-通过跨最高管理层的协作，提供新的预 测见解深度，CFO可以充分发挥数字化转型的全部优势。目前，一半以上（60%）的传统财务任务是自动化的。advantageThe overarching differentiator for this group of high performers who are driving breakout value is the advantage they hole over their peers on the technology front.At firs
3、t glance the big picture looks good across the board. For example, our survey found that in the past two years. CFOs have overwhelmingly aggressively implemented digital technologies throughout the finance function. In fact, 60% of traditional finance ta are now automated, up from 34% in 2018, facil
4、itating tactical benefits around cost efficiencies and improve accuracy of historical reporting. These activities have given CFOs far more than a basic introduction into data-driven transformation. Thats critical experience as almost three-quarters (72%) of CFOs told us they now have the final say o
5、n the appropriate technology direction of the enterprise.The technology advantageAs CEOs are setting the course for breakthrough speed by accelerating and broadening their digital transformations in a more compressed time frame, they are turning to finance for guidance. However, many CFOs are not re
6、ady to embrace this role.They have not effectively used digital transformation to gain better data driven insights and higher fidelity of predictive forecasting. Speed without direction wont position a company for long term success, yet just 21% of CFOs use operational data to identify new value. An
7、d just one-fifth of CFOs (20%) include macroeconomic data in their forecasts (see Figure 1).We see the use of this additional data as a key way to fulfill the evolving requirements of their core role as economic guardians and their newer responsibilities as architects of business value and catalyst*
8、 of digital strategyEconomic guardians As technology is reshaping the finance function, many CFOs appear to have underestimated the pace of change and the corresponding need to align organizational governance.In 2018, CFOs shared that 34% of traditional finance tasks were automated and predicted tha
9、t 45% would be automated by 2021. When we recently asked CFOs what proportion of tasks are currently automated, the answer was 60% (see Figure 2).Yet despite these investments, the focus is still on improving the accuracy of historical reporting and delivering tactical cost efficiencies within the f
10、unction. Whether the function has deployed basic automation, more advanced artificial intelligence (Al) or cutting-edge use of blockchain, it is still by and large using technology to solve yesterdays problems.Its a focus that misses out on the truly transformational benefits of technology. To gain
11、those benefits, the function needs to adopt a predictive focus. This will unlock the breakthrough speed that is needed to stay ahead of market and business dynamics.Predictive as the new normBy collaborating across the C-suite to provide new depths of predictive insights and identify new sources of
12、value across customers, channels and products, CF can unlock the full benefits of digital transformation.For example, less than half (43%) of CFOs surveyed ha used advanced financial modeling in the past two yea to identify future risks and opportunities. How can CF( be economic guardians if they do
13、nt have a point of vi on what tomorrow will bring? The most advanced CFC are using internal and external data and proprietary algorithmic models to better understand the leading indicators of demand (e.g., using variations in consurr search trends coupled with internal data on order boo to more accu
14、rately forecast potential demand for out periods)well ahead of when these indicators show u the companys P&L.Economic euarcfian* Fulfilling the finance functions new responsibWe need to be ourJorge Go Dnt*plyown self-disruptors.Circum embrac what w We neeDigital and cloud at the coreCloud architectu
15、res can help deliver breakthrough speed. By providing massive computing power in a simple, flexible and affordable environment, the cloud allows businesses to process huge amounts of datafrom sources scattered across the enterpriseat speeds and volumes that were once unattainable, turning scenario m
16、odeling and forecasting from days to minutes. Think about (he number of weeks and days spent in a typical finance department to aggregate data inputs, tune basic assumptions and ultimately turn the crank for a single reforecast cycle. Cloud architectures offer a whole new world of possibilities to the CFOs, allowing for much faster decision making.Yet according to our research, only 23% of CFOs are using the cloud to provide new insights
