How should the CFO respond to a business environment in turmoil?
As we edge toward the third decade of the century, business-as-usual methodologies no longer keep pace with the tides of innovation and unprecedented change. In fact, findings from KPMG’s 2018 Global CEO Outlook survey indicate that nearly 60 percent of chief executive officers (CEOs) see agility as the dominant currency of business and that if they are too slow they will go bankrupt. “Acting with agility is not just the new currency of business; it’s the most valuable currency today,” explains Mark A. Goodburn, KPMG’s Global Head of Advisory.
Yet CEOs remain optimistic about leveraging disruption for growth. Ninety-five percent of CEOs view technology-driven change as an opportunity, not a threat, to their business, and 54 percent are actively disrupting their sector.1
Today’s rapidly changing business environment requires finance to address disruption head-on or risk being left behind more nimble competitors.
So how should the CFO respond? Leading CFOs are focusing on leveraging disruption into opportunities for competitive advantage and growth while also improving their delivery of products and services to their stakeholders.
In this paper, discover the six key areas that make up the CFO’s agenda for disruption. Plus, explore real life examples of companies that have already turned their visions for the future into reality.
1 KPMG International, 2018 Global CEO Outlook: Growing pains