The 2020 CFO - navigating uncertainty with agility and clarity

LATER this year, when analysts and commentators start writing about the trends and events that shaped 2019, they will have a long list to cover. Stories of socio-political upheavals are playing out all around us. There is an ongoing debate on the future of work and how all these changes will affect governments and businesses. The one key learning from the year thus far is that in the face of rampant risk, basic transformation led by the adoption of digital may not be sufficient. Strategic investment and innovation are more crucial than ever for companies to thrive, not just survive, in 2020 and beyond.

It is hardly surprising that in a VUCA (vulnerable, uncertain, complex and ambiguous) climate, finance functions are placed in the hot seat. Chief financial officers (CFOs) and finance professionals are now pressed to not just protect their organisation's assets and profitability, but also mitigate risk, navigate landscapes of business uncertainty, and deliver strategic value across operations.

Where does this leave us with the ever-evolving role of the CFO? In a nutshell, CFOs are expected to do more, and quickly. While it's a lot of pressure, it also presents an opportunity for CFOs to leverage what they are uniquely positioned to do beyond just the finance department - derive analytical, actionable insights that drive strategic counsel, performance and effective transformation across the business.