To describe the CFO’s role as a strategic advisory to the executive leadership and the Board is to oversimplify what has largely evolved from a number-crunching-report-generator function to one with oversight over risk and compliance, M&A and financial communication, insights and decision support, managing volatility and enterprise complexity, delivering competitive cost advantages, and architecting digital strategies. These go on top of the more traditional responsibilities of accounting, controlling, and closing of books. Now imagine doing all of these using a calculator, a ledger and pen, and it becomes increasingly obvious all of the above expectations on the CFO could not [...]
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