



Our research reveals the attributes of agile finance leaders, giving you a clear view of the skills and attributes needed to deploy the new operating model for modern finance in your organization.
Agile finance leaders typically have a number of attributes that their less innovative peers lack. They are tech-savvy, with skills in cloud computing, data analytics, shared services, and automation. They also fully understand the importance of non-financial KPIs and intangible assets for creating stakeholder and customer value.
Agile finance leaders are typically far ahead of their peers when it comes to implementing financial planning & analysis (FP&A) centers of excellence, deploying cloud services such as performance management, and introducing a raft of other innovations in their organizations, such as robotic process automation. Regarding future planning, leaders of an agile finance model are often rated highly effective at delivering forward-looking analysis that identifies new opportunities for revenue growth.
What kind of organization represents agile finance leaders today? According to our research, organizations in the higher education and financial services industries are farther along in adopting the new operating model for modern finance, as are younger companies, but any organization can start their modernization efforts now. Take our quick modern finance self-assessment to find out how your current finance processes compare.
Based on our research, agile finance leaders are slightly skewed toward higher education when compared to others (22% vs. 15% respectively) and are most commonly found in the financial services sector. We found that 47% of the sampled higher education organizations led agile finance organizations, as do 44% of respondents from the financial services sector. The equivalent figure for the healthcare and life science sector was just 27%.
But while these differences are interesting, the findings suggest that neither the age of an organization nor its sector are barriers to implementing an agile finance model. And that's a reassuring message for all organizations.
Agile finance leaders are especially strong in less traditional finance skills such as data visualization and influencing skills. They are far more likely than others to rate the skills level of their finance function as 'excellent'. This relative advantage is greatest when it comes to newer, less traditional finance skills like data visualization (60% excellent vs. 24% of others), big data expertise (60% vs. 21% of others), and influencing skills (55% vs. 23% of others).
In addition, agile finance leaders are more likely than others to measure intangible non-financial KPIs like competitive intelligence (65% vs. 53% of others), brand reputation (69% vs. 59% of others), and talent analytics (81% vs. 58% of others).
"While it is important to have people with strong commercial awareness, you cannot replace all the hardcore data scientists and data analysts with training in statistics who are the true data masters."
Khozema Shipchandler, CFO, GE Digital
When North Carolina-based Wake Forest Baptist Medical Center was looking for a CFO to drive its transformation, deep experience with both IT and finance was an essential trait. "I was hired in 2014 to specifically focus on creating a financially sustainable organization, starting with the IT function," said Chad A. Eckes, executive vice president of corporate services and CFO at Wake Forest Baptist Medical Center. "Having a strong understanding of IT in the CFO seat was viewed as critical and fundamental to our transformation success. There's not one function that gets done within the medical center that doesn't have an element of IT wrapped around it."
Eckes also stated, "We have achieved an approximately $142 million bottom line improvement from 2014 to 2016. It has taken great agility to make the right business decisions in order to achieve that level of improvement."
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