CFOs are assuming a greater role at their organizations in the midst of the COVID-19 pandemic and are likely to hold onto those greater responsibilities once the pandemic subsides, according to a new report from the Institute of Management Accountants and the Association of Chartered Certified Accountants.
For the report, the IMA and ACCA surveyed 1,152 of their members and found that 72 percent of the respondents believe the role of the CFO will either “increase or increase significantly” in importance. Seventy-eight percent of the respondents indicated that the ethical lens was a differentiating factor for the CFO in comparison to other executives. Meanwhile, 82 percent of the CEO respondents surveyed feel the role of CFO would increase or significantly increase in importance, and 68 percent of CEO respondents say that people highly value the strategic insights of CFOs.
John Bovenzi is a co-founder of The Bovenzi Group, a boutique financial consulting firm. He served as deputy to the chairman and chief operating officer of the Federal Deposit Insurance Corp. for 10 years.
Grayson Milbourne is the Security Intelligence Director at OpenText Cybersecurity, a division of OpenText. Grayson's nearly two decades of security intelligence expertise include malware analysis, data science, and security education. In his current role, Grayson is focused on efficacy development to ensure the company's security management products (which include the Webroot portfolio) are able to defend against the most cutting-edge threats.
Grayson is a longtime advocate for better 3rd party testing of security products and represents OpenText Cybersecurity at the Anti-Malware Testing and Standards organization, AMTSO. Through his efforts, AMTSO released testing standards that greatly improved testing quality when followed. Grayson is an avid participant in the security community and drives awareness of current threats by speaking at major events such as RSAC and Virus Bulletin. He is a frequent guest on local NBC affiliates and several cybersecurity podcasts. Beyond his passion for protecting people from cyberthreats, Grayson loves aviation and holds a private pilot license. His other passions include strategic boards games, skiing and playing golf. He lives in Louisville, Colorado with his wife, Danielle and their two cats, Theodore and Aiden.
Merrilee Matchett is the head of Global Customer Service & Operations and a member of the Strategic Advisory Group for MetLife. In this role, she directs a team of more than 10,000 associates responsible for managing the operations and servicing teams that support and enable the U.S. Group Benefits, Retirement & Income Solutions, MetLife Holdings, and Asia, EMEA and LATAM businesses across more than 40 global markets. She is also the Chairperson of MetLife Europe, and MetLife Europe Insurance.
Matchett joined MetLife in 2021 from Bank of America, where she was responsible for service and operations for global wealth management, private banking, and institutional and personal retirement businesses supporting more than $3 trillion in client balances. She was also the Chairperson of Financial Data Services, LLC, responsible for the end-to-end operational support of domestic and offshore mutual funds.
Matchett has been an advocate for diversity and women in financial services throughout her 30-year career and has been recognized with numerous market awards for outstanding service and operations performance. She is a member of the MetLife enterprise Diversity, Equity & Inclusion Council, and represents MetLife on the board of INROADS, helping to provide career pathways for talented diverse youth across the United States.
She holds a B.A. in management with a law major from the University of Canberra, Australia. Additionally, she is FINRA accredited and licensed to trade and run a broker dealer.
“This is in a sense a followup study to a joint study we did with the ACCA eight years ago and we had made predictions back then about how the role of the CFO would change,” said IMA vice president of research and policy Raef Lawson. “It was extremely rewarding to see that our predictions were right on. We had predicted that the role of the CFO would be transitioning from financial reporting and stewardship to more of the strategic business partnership role, more engaged through external stakeholders. That’s all taken place. The interesting thing is that the pandemic seems to have just accelerated this change.”
It’s no longer enough for CFOs to simply oversee the finances at the companies where they work. More and more, they’re playing an essential role in the management and governance of their organization. “That entails not only an immediate focus on cash management and cash flow, which are incredibly important during the pandemic, but having a broader engagement in the operations of their organizations and being more involved in the strategy formulation of their organization,” said Lawson. “What we envisioned about the CFO eight years ago is really now essential for organizations. CFOs have a unique perspective of their organizations. They see all the moving parts and help their organizations adjust their strategy and implementation of that strategy, almost on a real-time basis.”
The IMA and ACCA see various ways in which the future role of the CFO seems to be evolving. The CFO may become more focused on stakeholder and investor management rather than safeguarding and reporting. The CFO will likely have a leading responsibility for business strategy formulation, validation, and execution. The focus of the role seems to be shifting from mostly historic-based cost control to growth optimization. The role is likely to encompass measurement of all aspects of the strategic objectives of the organizations. The CFO will provide the greatest value to the organization through forward insight rather than retrospective reporting. According to some respondents, CFOs are increasingly expected to eventually take on the CEO role as the next progression in their career development.
The urgency of the pandemic and the recession it caused have accelerated that increasing role for the CFO, forcing a reexamination of the company’s strategy, risks and business model. It has also forced technological changes such as the need for remote work arrangements.
“Technology is something that we have emphasized a lot at IMA in terms of changing the role of finance in general and the CFO, but this has accelerated the technological transformation of finance,” said Lawson. “We’re all working from home now, or many of us are, learning new technological skills that we probably wouldn't have done otherwise. Not just in terms of working from home skills and communication, but moving to the cloud has become accelerated. We’re all learning new ways to improve our processes to be more efficient, This transformation has been accelerated by the pandemic. The old saying is may you live in interesting times, and COVID has certainly made these times very interesting for CFOs. It’s made the role more challenging, but also made it more essential to the survival and prosperity of their organizations.”
The survey didn’t ask about specific technologies, but it did ask about what priorities were on the CFO’s agenda, and transformative technology was cited as one of the biggest challenges for CFOs. “I think their technological plans probably went out the window or had to be accelerated by the coronavirus,” said Lawson. “It necessitated the introduction of new technologies like Zoom or Microsoft Teams. For many companies, it’s been an adjustment, but those that made the adjustment have seen how more effective and efficient their finance functions are. I think that many businesses won’t go back to business as usual.”
Technical skills are considered to be important, with 54 percent of the survey respondents saying that an accountancy qualification or master’s degree is essential, with 27 percent considering it to be strongly recommended but not essential. Only 2 percent believe neither is needed.
The economy seems to be recovering since the start of the pandemic, but the continuing spread of COVID-19 across the U.S. and other parts of the world leaves many business leaders uncertain about the future.
“The economy is recovering, but it’s going to take time and it looks like there will be bumps in the road in this economic recovery,” said Lawson.
The outcome of the November election is another uncertain factor weighing on the minds of CFOs. “I don’t want to get into politics, but I think the different major parties have different economic agendas and different approaches to handling the pandemic and stopping its spread, so I think the election could have a major impact on the recovery,” said Lawson.
More and more CFOs are getting involved in supply chain issues after experiencing shortages at the start of the pandemic. “One of the interesting results from our current study is that CEOs seem to place more emphasis on the supply chain, which perhaps is due to their broader perspective, but regardless of that, the supply chain is a critical issue as we’ve come to see with the supply chain disruptions brought about by the pandemic,” said Lawson. “CFOs can no longer ignore that part of the business and the risks that supply chain disruptions can bring.”
