Finance functions have to take on a demanding new role and become strategic partners in order to help organizations stay ahead of the competition and fulfill their missions. BCG works with chief financial officers (CFOs) and their teams to reach finance function excellence.
Macroeconomic instability, radically new business models, and fast-changing consumer demand are just some of the forces reshaping the corporate landscape. The role of the finance function can no longer focus solely on forecasting and preparing financial reports and analyses. It must broaden its reach to extract valuable data insights that can inform business decisions and then collaborate with leaders throughout the organization to translate those insights into action.
We help companies become more agile and better equipped to thrive in a volatile environment by working with CFOs and their teams to:
The new imperatives surrounding the role of the finance function require a tricky balance. CFOs must drive transformation within the finance organization, developing new structures, mindsets, and ways of working. But they will continue to feel pressure to meet the short-term goals of producing quarterly reports, attending weekly budget meetings, and staying on top of shifts in regulations—all of which take time away from the task of achieving broader financial excellence.
BCG uses many proprietary tools in partnerships with CFOs and their teams, including the CFO Excellence Index—a database of several hundred finance functions, representing a broad set of industries globally. It analyzes all the key CFO responsibilities, as well as digital maturity, from the perspectives of efficiency and effectiveness and indicates best practices across industries and companies. Below is an example of the CFO Excellence Index in practice:
Global Banking Giant
A bank with roughly 9,000 employees in its finance department was undertaking a large-scale transformation program to enhance process efficiency. BCG helped the bank design a best-in-class finance function operating model and organizational structure to enable world-class business partnering.
International Sportswear Company
Aided by BCG, a large sportswear organization optimized its finance function and skills through role chartering, value stream mapping, and improvements in management routines. The company saw impressive results from its continuous-improvement efforts, including a 30% increase in efficiency.
Industrial Goods Manufacturer
Working closely with the finance function of a global industrial goods manufacturer, BCG helped design an integrated KPI system to improve steering and transform the company into a modern organization with business unit and functional structures integrated across legal entities.
Global Beverage Corporation
BCG helped a beverage company determine how to allocate commercial investments more systematically than it had in the past. We helped the team adopt a profit mindset and figure out the appropriate speed with which to shift allocation of capital to different segments and brands.
BCG’s Center for CFO Excellence helps CFOs and their teams manage this balance and reach finance function excellence. Our comprehensive approach draws from both our experience working with finance organizations across a diverse array of industries and our in-depth discussions with finance leaders around the world.
LEARN MORE
Finance functions can use two related capabilities—dynamic planning and advanced business intelligence—to turbocharge their role as forward-looking strategic advisors.
Companies can gain breathing room to operate under stressful conditions; withstand the scrutiny of shareholders, creditors, and regulators; and pursue market opportunities.
Companies can use the disruptive power of gender diversity to elevate innovation, resilience, and financial performance to new levels.
Sustainability has become inseparable from financial success, making finance leaders key players. Only they can hardwire this new priority into steering and performance management.
The best approach to zero-based transformation comes from treating all spending as investment and making the CFO a key strategist for generating value.
Finance functions can use a virtual representation of key metrics to facilitate analyses of granular data and improve decision making at the enterprise level.
