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安永——价值聚焦:CFO 在价值中不断变化的角色.pdf

上传人: p****n 编号:614222 2025-02-19 7页 870.48KB

1、WValue focus:the CFOs evolving role in valueMyles Corson and Gerohn Lanns 75%of CFOs say they have experienced at least one underperforming transformation in the last five years,compared with two-thirds of other senior leaders50%of the finance workforce impacted by an unsuccessful transformation sta

2、ted they didnt understand the leadership visionThe evolving role of the financial controller11 December 20244When asked how their role would evolve,controllers were most likely to say it would shift from being largely focused on value protection and optimization to also embracing value creation.86%8

3、6%of controllers surveyed expect their role to change significantly within the next five years.26%26%of respondents believe that in five years time,the role will have a very different and unknown skill set compared with today.EY Global DNA of the Financial Controller Survey|September 2024As a financ

4、ial controller,what does the term“value creator”mean to you?11 December 20245Companies taking the most action to address climate change are 1.8 times more likely to report higher-than-expected financial value from their initiatives.(2023 EY Sustainable Value Study)1.8xA small minority of controllers

5、 surveyed see long-term sustainability goals as one of the top areas of value creation.13%EY Global DNA of the Financial Controller Survey|September 202473%50%35%30%28%24%21%15%14%13%11%4%1%Directly driving company growthManaging company risksShaping company strategy and purposeDeploying data insigh

6、tsDefending financial integrityAllocation of resourcesLooking for tech opportunitiesProtecting principles of corporate responsibilityReducing costsOverseeing ESG ecosystemsLong-term sustainability goalsNurturing employeesDeveloping human capital11 December 20246How EY is empoweri

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本文主要探讨了首席财务官(CFO)在企业中角色的发展演变,及其在价值创造中的作用。调查显示,75%的CFO表示在过去五年中至少经历了一次表现不佳的转型,而其他高级领导者的比例为三分之二。此外,一半受到失败转型影响的财务部门员工表示,他们不理解领导层的愿景。大多数财务控制器(86%)预计,在未来五年内,他们的角色将发生显著变化,从主要关注价值保护和优化转变为也拥抱价值创造。同时,26%的受访者认为,五年后,这一角色将拥有与今天截然不同的未知技能集。研究表明,在应对气候变化方面采取最多行动的公司,报告其举措带来的财务价值高于预期的比例是1.8倍。然而,只有13%的财务控制器将长期可持续发展目标视为价值创造的重要领域。文章还提到了EY如何通过不同的方式赋能财务团队,如通过 engaging experiences 促进业务和财务团队合作,以及利用会计数据增强透明度,推动决策和加速财务举措等。
如何看待财务控制者的价值创造角色?" 为何少数财务控制者将长期可持续性目标视为价值创造的关键领域?" 如何通过数据和技术赋能,使财务团队实现企业整体价值创造?"
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