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Your finance function is ready for change. Are you?

Top-performing finance functions are keeping automation high on their agendas, but it’s just the start of a bigger push for performance.

CFOs step up

Industry convergence, changing business models, regulatory shifts, talent wars—all of these changes in the corporate environment necessitate a push toward a more modern finance function that can be ready for anything.

We’re seeing CFOs challenge the very core of the functional operating model. They have a digital mind-set and focus their functional transformations where they’ll get results—with their people and their transactional processes, or straight to the heart of risk and business performance.

Our insight, supported by analysis from company interviews and benchmarking data from more than 700 finance functions, shows how companies are making this shift in 2019. They’re including business thinking at every step.

To accelerate your own progress, the only thing you need to do is ask the same questions they did. What business problems are you trying to solve? What needs to change and for whom? How much and at what speed? Then, based on your company’s culture, vision and strategic goals, choose where to push.

Where do you want to begin?


Give finance teams ways to use underutilized skills

A new generation of educated, diverse and digitally savvy talent has entered the workplace. They’re seeking meaningful roles and the ability to work across functions. And they have the skills to use emerging technologies to test new ideas.

All this is happening at a time when finance’s external, internal and strategic customers—including regulators, business units and investors—are demanding accurate, insightful and forward-looking information. You need to know how to motivate and assemble teams to meet these changing demands.

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Aim for finance effectiveness, not automation

It typically doesn’t pay to be strictly focused on radical changes to processes through automation, centralization or offshoring without looking at trade-offs such as its impact on people, as well as implications for tax and regulatory structures. The potential needs to be balanced against overlapping goals for people and performance. How do you aim for process excellence?

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Drive insights with connected, self-service financial data

When teams from finance and business focus on performance, they can reach any goal: increase future profits, break into new markets, protect against new entrants or increase the sustainability of earnings. Together, their data analysis uncovers insights that drive the enterprise forward.

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See how they’re doing it

The starting line is different for every business.

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Robert Bishop

Consumer and Industrial Products & Services Finance Leader, PwC US

Christopher Dimuzio

Finance Transformation Leader, PwC US

Ed Shapiro

Director of Finance Effectiveness, PwC US

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