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1, issue of
Masters of finance
By Paul A. Boulanger, Christian Campagna, James M. Ellis and Chuck Wise
M ost CFOs are trying to drive value in todays turbulent markets, but only a few are succeeding. Here are five advanced capabilities that sustain their achievement.
a ccenture.com/outlook
Stop worrying so much about cost control within the nance function and start focusing on growth instead. Before you say, Financial heresy! consider this: When Accenture recently surveyed more than 500 senior nance executives across 14 industries and more than 20 countries to discover how well they are coping with virtually continuous market volatility (see sidebar, page 4), we found that organizations with the leanest nancial functions are also performance laggards. Indeed, our research indicates that in their zeal to downsize as demand for their companies products or services declined, some nance organizations may have reduced costs too much underinvesting in their function to the point where its ability to create value for the larger enterprise is being seriously compromised. Half the nance executives we surveyed told us that they remain focused on reining in costs. But our research also revealed a signicant shift in thinking as companies grapple with the complexities of todays global marketplace. Some 38 percent of chief nancial ofcers and 46 percent of the broader C-suite they serve now believe that the nance function should start relaxing its obsession with cost control and concentrate more on collaborating closely with fellow executives to nd protable growth opportunities for the enterprise as a whole (see chart, page 3). Finance, in fact, is well posiitioned to act in a more central and strategic manner within the company by assuming three key roles: provide critical guidance on how and where to allocate resources and invest to drive growth; identify and minimize risk; and help shape a strategic response to market volatility. Of course, excelling at such nancial basics as core accounting is critical to delivering such value. And our research conrms that nance orga-
nizations generally have improved core capabilities substantially over the past three yearsso much so that nearly three-quarters of the nance functions C-suite customers say they are satised with its contribution to the broader strategic goals of the enterprise. Still, since 53 percent of our survey respondents say that regulatory change has a very high impact on the function, accounting and compliance capabilities will continue to face ongoing pressure to adapt. And neither nance executives nor the broader C-suite are satisfied with the finance organizations performance in the areas they say matter mostits effectiveness for the business, the quality of its workforce and its management of risk. Our research revealed, however, that few nance organizationsless than 15 percent of responding companies are delivering higher value to the enterprise; we have designated them masters of nance. We identied them by analyzing performance metrics provided by participants across three key areascore accounting, cost of nance and delivering valueto see which organizations were outperforming the overall group. And when we investigated further we found that the winners are not only well integrated with the enterprise as a whole, they are also masters of five specific, advanced financial capabilities.
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Winning nance organizations focus on the continual development and enhancement of their capabilities and enterprise growth is high on their strategic agenda. For example, only 12 percent of nance masters told us that they would still be focused primarily on cost control a year from now, while more than half said that at that time, growth would be of equal importance. Leading nance organizations also have an exceptionally clear governance structure, organized to maximize competencies in support of their strategic agenda. For example, nance masters make a clear distinction between nancial planning and analysis on the one hand and accounting operations on the other, and they organize accordingly. Moreover, each individual part of the nance function clearly understands its rolenot only internally but also in relation to the enterprise as a whole.
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enterprise, and thus is able to contribute directly to the strategic priorities of the company. Consider, for example, the case of a leading global steel group, which transformed its previously decentralized nance function into a single, global entity as the rst step in a process designed to enforce groupwide responsibilities. The transformation, which resulted in a new operating model and strategic vision for nance within the enterprise, also created new reporting capabilities and capital expenditure and helped drive a signicant improvement in return on invested capital.
2. A value-centered culture
Finance masters understand that the creation of shareholder value is the goal of all enterprise activities. Whats more, they play a central role in driving that value. Indeed, thanks to their role in planning and analyzing business
Most critically, the nance organization as an integrated entity holds a key position at the heart of the larger
performance, nance masters inuence the broader culture of the enterprise. And by proactively embedding nance in the larger enterprise, ensuring that nancial thinking, metrics and analytics are pervasive, they participate directly in high-level decision makingenhancing their ability to respond to constantly changing markets, which 46 percent of our survey respondents cited as one of their most signicant challenges. At the smoke-free-products maker Swedish Match, for example, the nance function played a key role in developing such a value-centered culture by instituting the change management processes needed to help embed a value creation mindset across the company. As a result, the Stockholm-based company has enhanced its growth execution capabilities (see sidebar, page 5).
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Case in point: Lantmnnen Energi, a division of Lantmnnen, a $5 billion Swedish farming cooperative that operates in 18 countries. The company has four business units that commercialize environmentally friendly gasoline, biofuel, grain-based ethanol and wheat products for the food industry. The company wanted not only to establish a clearer link between its long-term strategy and day-to-day operations but also to be able to assess client and product protability within each business unit in order to optimize its portfolios. By working with nance to identify key performance indicators for each unit, Lantmnnen Energi was able to set individual targets that collectively contributed to stretch goals for the company as a whole.
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At one Southern Europe-based global retail bank, for instance, the CFO gained greater control over forecasting and analyticsand enhanced his organizations role in driving value for the enterpriseafter the company aligned its forecasting and reporting to focus on the achievement of the overall group strategy. The banks new, group-wide processes are not only faster and more efcient, they also allow all business units to see exactly where they are against their specic objectives within the overall group strategya much more thorough perspective than traditional accounting and budgetary views. Accenture, similarly, leverages its own nancial and operational data and enterprise resource planning platform technologies to drive an integrated forecasting capability that its various operations lean on heavily for day-to-day business decision making (see sidebar, above).
Meanwhile, the nance function at one European food company has dramatically improved its reporting and analytics capabilities. The companys effort, which involved eliminating duplicate reporting and establishing structures to improve the quality and usefulness of information, has given the company both greater transparency into nancial data and better data-capture capabilitiesin short, more consistent reporting, better decision making and, thus, results.
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sourcing strategy for its tiresboosting inventory as a hedge against rubber price hikes in the future.
SG&A cost allocations are simplied in order to better reect economic realities. Variances are the result of differences between actual cost and planned cost due to changes in product mix, yield, volume, labor rates and the acquisition cost of materials all of which can uctuate wildly in todays markets. But by using a contribution margin approach, which differentiates between variances that managers can control and those that they cant, companies can gain truly granular insights and accountability identifying exactly what plant managers are responsible for and can control, for instance, versus the responsibilities of purchasing managers. These insights not only deepen the companys understanding of its total costs, they also encourage functional areas to share cost data upfront and support the cooperation and interconnection that enable and sustain enterprisewide cost accounting. For example, collaboration and the sharing of cost information between sales, nance and manufacturing helped one high-tech company better match the cost components of its products and services with the expectations of its customers. Accurate and comprehensive data analysis revealed that how the manufacturer was spending money on customer service was misaligned with its customers perceptions of value. More than half of customer-service investment was devoted to producing user manuals, though customers wantedand were far more willing to pay foraccessible and responsive hotline support. Once the company had stopped producing so many manuals and scaled up the valueenhancing service support its customers actually craved, margins improvedand so did customer satisfaction.
Future growth
In areas that should make a significant difference in the future growth prospects of the company in a volatile environmentsuch as target setting and strategic planning finance executives at organizations that we determined to be masters rate themselves higher than non-masters.
Percent of respondents who rate their function a 4 or 5 on a 5-point scale
74% 47% 60 45 60 46 60 48 60 49 58 50 50 44 50 44
Target setting
Treasury
Strategic planning
Value-centered culture
Masters Non-masters
Source: Accenture analysis
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Finance masters recognize that they must manage risk both more proactively and more holistically, building strategic, enterprisewide capabilities that focus on preemption and help identify how to derive business benets from risky situations. As a result, they are involved in the identication, assessment, measurement, management and mitigation of nancial risks right across the enterprise.
For nancial services companies directly hit by the credit crisis of 2008 and its aftermath of capital and liquidity constraints, such an enterprisewide approach to risk management has clear benets. Indeed, consolidated risk management can benet most organizations. One diversied metals and mining company, for example, has minimized its market risk and improved credit and operational risk management by consolidating its processes and aligning its business
strategy with operations. As a result, the companys nance organization is better able to manage volatile cash ows and currency uctuationsand
the enterprise as a whole is better able to monitor the risk exposures that might translate into nancial operational losses.
Nothing is certain in todays turbulent markets. But by embedding their function at the heart of the enterprise, ensuring that nancial rigor pervades decision making, and developing advanced planning, forecasting, reporting and risk management capabilities, some CFOs are showing that mastery of nance is not only achievable, but also a key value driver for the business as a whole.
les.s.stone@accenture.com
Atlanta-based Doug Derrick, who leads Accentures North American Management Consulting in automotive, industrial equipment, infrastructure and transportation services, works with clients in strategy, logistics, operations and dealer development. r.douglas.derrick@accenture.com George Marcotte leads Accentures Enterprise Performance Management Strategy group globally as well as the companys Enterprise Analytics group in Europe, Africa and Latin America. He is based in London. george.marcotte@accenture.com The authors would like to thank Robert Bergstrm, a Singapore-based executive principal in the Accenture Finance & Enterprise Performance group, for his contributions to this article.
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