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Gartner:2026年第一季度首席财务官(CFO)报告-CFO的主要挑战(中译版)(13页).pdf

上传人: 1****1 编号:1143185 2026-02-26 13页 1.54MB

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1、The CFO ReportGartner answers top CFO challenges1Q26Source:Gartner3 ways CFOs can integrate competitive differentiation into decision-making processesDevelop customized AI use cases.Evaluable spending based on differentiated capabilities.Leverage the unique complementarities in your CEO relationship

2、.The CFO ReportFollow Us on LinkedIn Sign Up for Our Newsletter Become a Client2Integrate differentiation into your 2026 decision-making processTo hit the ground running in 2026,its not enough for CFOs to have clarity on their areas of competitive differentiation they must also integrate that unders

3、tanding into a variety of internal operations.Three key areas where CFOs can do so are AI use cases,their CEO relationship and cost.Use this edition of The CFO Report to enhance decision making in 2026 and strengthen your enterprise impact.n=183Q.Considering the following types of use cases for AI w

4、ithin your finance function(intelligent process automation,anomaly and error detection,analytics,operational assistance and augmentation,and other),please indicate the adoption stage for each type.Source:2025 Gartner AI in Finance Survey40%Planned25%30%25%4%16%ScalingDeveloping pilots84%of finance t

5、eams are in planning or deployment with AI.No planned implementationUsing20%0%Most finance teams are moving ahead on AI but very few are scalingUse of AI in finance,2025 Percentage of respondentsCFO CHALLENGEThe CFO ReportFollow Us on LinkedIn Sign Up for Our Newsletter Become a Client3What are the

6、most impactful AI use cases for finance in 2026?Fifty-nine percent of finance organizations report using AI,according to our 2025 Gartner AI in Finance Survey.Thats progress but the figure is similar to the 58%who reported using AI in 2024,indicating that adoption has slowed.One challenge finance or

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1. **AI定制化应用**:84%财务团队已规划或部署AI,但仅20%规模化应用;CFO需开发符合企业特性的AI用例,以提升ROI(如某公司18个月内通过AI追回4000万美元)。 2. **CEO关系管理**:75%的CFO认为与CEO的关系最重要,需通过互补能力化解冲突(如利用“战略-执行”互补性)。 3. **成本差异化优化**:仅20%的CFO采用差异化成本结构,应将支出分为“差异化”“支持性”“商品化”三类,优先投入不可复制的独特能力(如某制造商通过此法实现3%-5%结构性成本削减)。
**AI如何差异化?** **CEO关系如何优化?** **成本如何差异化?**
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