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How tomorrow’s CFO can upgrade the finance skills of the future
In this episode of The Better Finance podcast, host Myles Corson and guests discuss how the role of the CFO will most likely require new skills to help leverage trusted technologies.
Podcast host Myles Corson welcomes Simon Bittlestone, CEO of Metapraxis, a financial analytics company, and Andrew Harding, Chief Executive of Management Accounting at the Association of International Certified Professional Accountants.
Over the last few years, Metapraxis and the Chartered Institute of Management Accountants (CIMA) have been collaborating on a joint initiative called “Tomorrow’s CFO,” created to help set the agenda for the future of the finance profession, and help finance professionals take advantage of technological innovation.
Their research, “The Future of Finance,” including over 5,000 companies and individuals from across the globe, found the CFO mandate undergoing a significant paradigm shift, with the emphasis on communicating value to a wider group of stakeholders and embracing comprehensive digital transformation into the finance function. CFOs of tomorrow are expected to have more meaningful contributions to strategy and the performance of the business, and develop deeper connections across the c-suite.
Technologies such as robotics process automation (RPA), analytics and blockchain are quickly absorbing once manual finance processes, helping to improve efficiency and modeling capabilities. Advancing technology is unlikely to eliminate finance jobs but rather eliminate the enormous amount of manual input time, freeing people to work closer with the business and help better understand trends and key business indicators that may support value creation.
Traditional finance reporting could be fortified by finance analytics and automation to give teams access to the tools required to better visualize performance and make more informed decisions.
Key takeaways:
Increasingly, CFOs are required to not only drive internal control systems, but also provide the business with critical decision support and value creation.
Finance transformation will require new skills that help understand data and leverage analytics technology and automation.
The future of finance will entail continual learning as research has shown the relevancy of a skill to be about four years. Continuous professional development (CPD) programs are a means to stay professionally relevant and competent.
For your convenience, full text transcript of this podcast is also available.
Myles Corson
Hello, and welcome to the Better Finance podcast, a series that explores the changing dynamics of the business world and what it means for finance leaders of today and tomorrow.
I’m Myles Corson from EY.
Today I’m delighted to be joined by Simon Bittlestone, CEO of Metapraxis, a financial analytics company, and Andrew Harding, chief executive of Management Accounting at the
Association of International Certified Professional Accountants.
It’s great to have them both here today to discuss tomorrow’s CFO and the changing role of finance. Andrew and Simon, welcome.
Andrew Harding
Thank you. It’s great to be with you.
Simon Bittlestone
Likewise. Thank you for having us.
Corson
Great. Well, let’s start with a little background on your roles and career path. Andrew, maybe you’d like to start.
Harding
I’m currently chief executive of Management Accounting at the Association of International Certified Professional Accountants, which we created back in 2017 when we brought together the American Institute of CPAs and the Chartered Institute of Management Accountants.
I’ve been with the founding organization, CIMA, since 2009 becoming its chief executive in 2016.
Prior to that I’ve done all sorts of things in the accounting profession, in professional bodies, starting obviously as an auditor and working through training and development professional standards, regulation.
Corson
Simon?
Bittlestone
I’m CEO of Metapraxis, which is, as you said, a financial analytics business, and our technology is used by finance teams in big companies to help improve planning, modeling, analysis and reporting.
I’ve been with Metapraxis since 2010. It was a fairly easy decision to join. My father actually started the business in the ‘80s, and I felt a sense of sort of familial obligation, but I mean it’s been also a fascinating opportunity.
We’ve grown rapidly. We were only about 10 people back in 2010. We had a great tech product and a handful of good client contracts, but we did need a lot of investment, and we really have achieved some great things. We’ve opened offices in New York and Stockholm and won a lot of great new clients, and we have a really exciting future ahead.
Prior to Metapraxis, I actually spent six years at a company called Xchanging, which is a technology and BPO business.
I should say, as a plug to Andrew here, that it was there that I studied for my CIMA qualification, and what a fantastic qualification that is.
Corson
I appreciate you sharing that background and look forward to hearing some more about those experiences and how they’ve influenced, your perspectives on finance.
I mentioned in the intro one of the areas that the two of your organizations have been collaborating is on the topic of tomorrow’s CFO. Perhaps you could share a little bit about what you’ve been doing in that area.
Bittlestone
I’ll dive in on this one, Andrew. The tomorrow’s CFO concept was really founded a few years ago at Metapraxis, and our goal was to provide a forum for finance people to discuss the future of finance and really contribute to thought leadership in that area. It isn’t complicated — a series of seminars, roundtables. We produce whitepapers, and we also run interviews with people with different perspectives on that topic.
We created this in partnership with CIMA really because there are many overlapping principles and shared areas of thought leadership that we hold as organizations, acknowledging, of course, that we’re a tech firm, and CIMA is a management accounting body, but ultimately, we’re very much both focused on how companies can better influence performance and perform better and how finance teams have a central role to that.
Harding
A lot of what we do is providing content around thinking in this area. Last year we produced a big research piece called “The Future of Finance,” which took in over 5,000 companies and individuals across the globe from Seattle through to Shanghai. We continue to do that work to give us insights to enable us not only to see where the profession is today but also where it’s going.
Corson
I’m so looking forward to hearing some of the perspectives from that “Future of Finance” research. There were some parallels with our “DNA of the CFO” research that’s just been launched recently and was conducted in 2020 in the aftermath the COVID pandemic.
One of the things observed is this idea of the balancing act that CFOs are required to perform, and the competing demands they have on their time, where to invest, etc. And one of the things that stood out to me was actually despite all the challenges and the pressures of the role, over three quarters of the CFOs that we surveyed felt there had never actually been a more exciting time to be a CFO Is that, Andrew, consistent with some of the findings in your own research?
Harding
Yeah, we’re seeing a very fast-changing world. We’re seeing the CFO mandate moving and shifting very quickly. Digitization has changed capability. There’s an awful lot of stuff, which, to be honest, was repetitive. Took a lot of work. That’s now been taken out. It means resources can be deployed to an area where they have value, and that’s better for the CFO. It’s better for everybody in the CFO’s team. At the same time we’re seeing a huge paradigm shift where we’re moving from, the primacy of the investor to recognition of other stakeholders, the need to include them in our value creation and our understanding and the way in which we think about our businesses. A fantastic time for CFOs to be doing the jobs that they’re doing. The mandate is changing, and the world is becoming quicker and more exciting.
Corson
Simon, anything you’d add on that?
Bittlestone
I completely second it. We talk to CFOs as a business, probably, every week. And what has been quite interesting is in some of the dinners we’ve held, the perspectives that CFOs have shared themselves on this is exciting, but it is also challenging.
If you look at how the role has changed — 20, 30 years ago, there was a much greater focus in the role of the CFO on core control, on reporting, on risk management and, of course, alongside the funding of the business. But today that has really moved to contributing to strategy, to managing the performance of the business, to providing a much greater, focus on leadership in an organization. It’s almost as if the CFO and CEO are becoming more of a partnership, and that puts enormous challenge, actually, on CFOs and on their teams in order to create the right skills and the right workforce of the future to be a very, very exciting career in finance.
Harding
I’d like to just add one thing to that. Yesterday I met with a group of CFOs, and we were talking about what will the world look like after the pandemic? We acknowledged it wasn’t going to be doing weekly reforecasting or monthly scenario planning, but what would change? And they said the thing they believe would change the most is they’ve seen the business look more to them for decision support than ever before through this process, and that’s what they believe is going to sustain. That shift to decision support, value creation as opposed to driving the internal control system, it’s critical.
Corson
So, maybe we can explore that a little bit further, particularly in the aftermath of the pandemic. That decision support that Andrew’s talking about, the need to reevaluate very quickly the drivers of business performance in a very different world, is something we’re seeing very consistently.
The need to think about what is it that we need to be worrying about and much quicker turnarounds. How are you seeing that with your clients in terms of how they’re looking at the data and the analysis they do using your technology?
Bittlestone
For most companies, the impact of the pandemic is probably the single largest impact on company challenges, opportunities and performance in most of our lifetimes. You look back at things like the financial crisis and other major impacts. Yes, they all have big impacts, but nothing seems to have been quite as dramatic in the speed in which it impacted business.
And for us, there were some really strong themes that came through. Our teams were inundated with requests to take advantage of some of the features in our technology platform that perhaps our customer base hadn’t yet actually used, particularly around modeling and planning for different scenarios. It’s very difficult to help a customer achieve that effectively in an incredibly short space of time; but I think longer term, we have seen interest in moving finance teams away from the more manual processes that require coworking to work effectively and onto digital platforms like ours to improve automation and efficiency but also, importantly, to deal with uncertainty.
To be able to run different scenarios, different models and pull different levers and drivers of performance in their business to see how different scenarios will impact their company, and that has absolutely been driven by the impact of the pandemic and the permission to change as a result.
Corson
I want to go back to the point you were making previously around the evolution of the CFO role. Again, from our research, this need to balance protecting, optimizing and growing value, it gets to this point that Andrew is making about the focus on business support and decision-making.
In our research, over a third of the CFOs and senior finance leaders we interviewed said they were spending a third of their time focused on the growing value for their organizations. And Andrew, your research, in “The Future of Finance” talks about the role of finance in it enabling, shaping and narrating how value is created and preserved. Can you share some perspectives on that and how you see finance leaders prioritizing their time?
Harding
Yes, yes. We started off talking about it being an exciting time but under pressure like never before.
One of the challenges which we have to recognize is finance leaders struggle to find teams with the right skill sets to take them through transformation.
Something, like, between 90 and 95 percent of finance leaders don’t believe their current teams have the skills to succeed and to take them where they need to go. There’s a big need for investment in skills development and skills transformation.
We’re not going to have enough digital natives coming into businesses to fill that, and it’s going to need people midcareer reinventing themselves, unlearning some of the things and getting on board with some new skills.
When you automate, roughly a third of time is freed up because you’re not having to go through that reconciliation, correction, review-type process in the same way that you used to do that. So, that frees up that time for creating value.
That creation of value does start with the business model, and it starts with analyzing relationships in the business model where are you with your investors? Where are you with your customers, with your board, with the governments of the countries you operate in, with the communities in which you have operations? Where are you with your supply chain?
Fascinating thing that happened really early on in the pandemic was, suddenly, we stopped talking about getting costs down from our suppliers, and we started talking about the need to make sure our suppliers survive this crisis. A very different lens is coming onto this sort of thing.
Corson
It’s a great, great point, Andrew, and you’re getting at some of the really important conversation around sustainability in business and the creation of value for the long term, and that narrative has really been changing. We’ve seen an acceleration of that and moving away from just the cost focus to what investments need to be made. So, maybe we can talk about that a little bit more.
Simon, I’m interested in your perspectives on the value creation side and the business partnering role and the ability of technology to help enable some of that insight and decision-making, and how you’re seeing your clients create value for their organizations.
Bittlestone
Building on both what you’ve just asked and what Andrew said, so much of this is around skills and the acquisition of the right skill sets in a finance organization. Clearly, technology offers a fantastic opportunity to tackle some of those more challenging and exciting, newer aspects of the role of finance around, as you say, the contribution and maximizing long-term value and the development of strategy. And you need those skills in an organization. You need people now in finance teams that really understand data, that understand analytics technology and, of course, also automation.
In the interactions we have, quite a lot of how your finance teams use our technology to improve the communication of performance to the business, across the business. Gone are the days where finance teams will send out a P&L, a balance sheet and a cashflow to business managers and expect them to work out from that what decisions need taking and how to improve performance. It’s all about visualizing performance better; it does go beyond that. The skills that finance teams need will also encompass a far greater focus on communication, on creating forums for discussion around performance to ensure that great analysis that they’re using technology to create is actually used to take decisions.
On the other side of the coin, there is also a challenge with the increase in use of technology and the impact of automation. I’ve spoken to several CFOs who said, “how are we still going to ensure that our teams really understand the business?” Because a lot of the way that they gain that understanding in the past was by moving through those more process-orientated accounts and roles and really working their way through to a position of understanding the flow of value in a company and how it works.
And that is a fair point. Just bringing in somebody with a data analytics qualification and a couple of years’ experience in business doesn’t replace that either.
Corson
I think a really interesting point in terms of, how do people build up the skill sets and the experience to be relevant. I think that’s a broad topic and, again, one we can come back to.
I do want to pick up on this point of the pace of technological change. Obviously, there’s disruption to business models, but technology is one of the key ones where, again, in our research almost three quarters of the respondents talk about the pace of technology change as having a profound impact on their role and how they operate in their organizations.
Are there particular technologies that you see impacting finance and which ones do you see being most disruptive or valuable to finance in the immediate and the longer term?
Bittlestone
There’s really three groups of technologies that are having a massive impact on the finance function. The first is automation. The second is analytics, and the third, although probably yet to really land, is blockchain and the concept of ever-consistent ledger. It’s very difficult now to deny that automation has already massively changed the finance function.
RPA can be used to essentially take out an enormous amount of what you’d call, standard transactional process aspects of a finance team and the more manual processes that are repetitive. I don’t think that is seen as a scary thing. That is an opportunity, and generally speaking, technology has always created more opportunity than it has cost. And that is helping people move into more interesting opportunities.
Obviously, the area that we’re most excited about as a business is the analytics side, and that’s focused around better predictions and better prescriptive insight. And by that I mean: rather than having to hunt for the challenges, the issues, the opportunities in a business performance, having technology that tells you where those are before you’ve started to think or look — not only that, also tells you what you could potentially do to help improve that performance.
One of the best applications of our technology is at a large media business where prior to using an analytics technology, they were running a manual sales forecasting process. It took an enormous amount of time every month. It was prone to the standard challenges you would imagine — bias, error — and it was, generally speaking, giving them a forecast, which, by the time it was produced, really wasn’t that useful anymore.
The impact that technology has had on that is immense. Simply taking an algorithmic approach, looking at past levels of inputs and outputs across all the different sales opportunities and applying that forwards has given them the ability to run forecasts in minutes using absolutely no human interaction that are far, far more accurate than the previous process.
Even there, that isn’t looking at taking out jobs. That has absolutely taken out an enormous amount of time from the process, from people’s input. But what that’s done is it’s helped them move into the space where they can actually now work with the business to understand, what are the trends in the pipeline around, volume, value, velocity, conversion? Where are the issues, and where can we actually help improve performance?
And that’s where you want the finance conversation to get to, because it’s so much more valuable than simply turning the handle to produce the numbers.
Corson
It’s a great point, Simon, and I think one of our previous guests called it, “the drudge work” and actually getting away from the drudge work into the interesting work of supporting the business, and I think that actually creates a lot of opportunity and, frankly, more interesting work that hopefully people will be excited about in terms of career prospects. I certainly agree with your point, in terms of it’s not necessarily about job reduction. It’s about changing roles and actually the opportunities that creates.
Andrew, to come back to you: One of the things in our “DNA of the CFO” survey, a third of respondents said that they believe roles in financial reporting are going to be changed by AI and automation, picking up on Simon’s point. And in your research, you talk about the missing middle. How do you see processes being reimagined by AI and automation, and your perspectives on that?
Harding
We see a continuum of tasks for finance. At one end, you’ve got your transactional work. You’ve also got some of your insight work, which Simon’s just described how that can be automated, and it could be automated for good to take out bias and give us greater accuracy.
At the other end, you’ve got the human skills, the leadership, the empathy, the influencing. That’s where a lot of, certainly, senior finance roles are going to be far, far more focused. We have the middle base where we see roles which are IT-augmented, where you have human interaction with machines. You have an ability to present and prepare narrative much, much quicker than you might have been able to before.
Now, if you want a report written on something, you can actually voice-activate your computer to write a report for you. It’s not going to be the best report in the world. It’s going to have some garbage in it, but it’s going to do an awful lot of the work very, very quickly, and then you can work to make good sense of it, to nuance it. That, in itself, saves a huge amount of time, and you have automation working hand in hand with the professional who’s putting everything into context — adding value to it.
But the research part where you would have different parts of information, that can all be automated. That is that middle piece.
Corson
Your point around the balance of people and machines is so important. I go back to this balancing act point. It’s not one or the other. It’s both working, together in synergy and in taking advantage of the skills on both sides.
In coming back to this point on skills, Andrew, I was interested in your research around areas of mindset and behaviors and what it takes to be successful in the digital world. You identified areas like creativity and imagination as being important, and they’re not necessarily words you’d associate with finance.
Harding
Traditionally, when you put creative and accounting together, you end up in a pretty bad place.
Corson
(Laughs)
Harding
This a new meaning of creativity and, you know, it’s about how we can harness technology to provide new insights, which, in particular, help us to reshape our business models.
Over the last eight months, we’ve seen fantastic examples of this — businesses who very quickly pivoted, changed their business models to something which is valuable, something which has enabled them to prosper during these difficult times. They’ve managed to do that because they’ve had that agility, and technology has given them that agility to make those moves.
That’s going to become bread and butter — that idea of analyzing your business model, being able to quickly pivot and shift that business model. That’s going to be the purview of finance. It’s going to be the piece which sits within that decision support information.
Decision support is going to be about options. Are you going to do X? Are you going to do Y? If you pull a lever here, what’s going to happen over here? That deep understanding of the business Simon was talking about before, driven by powerful data analytics and this ability to influence, the ability to create impact, this ability to become the storyteller rather than the scorekeeper.
Corson
Simon is the CEO of a tech company. This must be a big issue for you. What are the skill sets and the mindset you’re looking for in your organization?
Bittlestone
We really look for three things in terms of the team that we put together. The first is they’ve got to understand, based on what we do, they have to understand, finance and accounting. And that’s a prerequisite, and something which we will see however much data skills, technology skills are needed in the future. A solid understanding of accounting is still absolutely vital to work in finance, because it does so much more than just help people understand double entry bookkeeping. It’s all about understanding business models and how value flows through an organization.
That is key to us and, again, another plug for Andrew. We put all of our team through the CIMA qualification, because I think it gives people more than just that understanding of accounting. It also gives people an understanding of business performance management and wider enterprise skills.
The two other things that we obviously look for: technology and, specifically, data-analytic skills, and we’re seeing graduates come into the workforce with those skills already acquired as part of their university qualifications or post-university qualifications. That has been a really interesting change in the last 10 years, but it goes without saying we invest a lot in that as well.
And then, finally, communication. That’ll never go away, and I second Andrew’s point on it. I think that it’s the harnessing the abilities that technology give us but ensuring that we retain a strong focus on communication of messages, of storytelling in a finance environment to ensure that people who take decisions really understand what’s going on.
Those are hardest skills to develop.
Corson
Going back to your earlier point, about the strength of the relationship with the CEO, CFO, the communication issues sometimes to other functional leaders like HR and marketing is something we observe challenges with based on the feedback our research.
There’s also this issue of how the brand of finance is, in terms of the aspiration that the CFOs and finance leaders have for their teams to be seen as business partners with sometimes a perception that they remain cost-focused and risk-averse and some of that legacy.
On that point of communication, what are some of the traits and skills that you think are needed to engage and speak to a nonfinance audience?
Bittlestone
First, is there is a two-way piece to every communication, and finance teams are in a difficult position as well as an exciting one. The role of the CFO has changed enormously, and the lines between what a CFO does and a COO would do, a CEO does nowadays in businesses are far more blurred than I think they probably were in the past. And that creates confusion, and confusion probably does exist between functions in terms of what they expect from their finance function vs. what they’re getting from their finance function.
And on that two-way dialogue, the hardest piece, I think often for the finance function, is interacting with functions who don’t have really much internal understanding of the financial model of their business and what drives financial outcomes in their business.
I do think there is, going forward, some emphasis on other functions to acquire, not expecting all functions have accountants and to have accounting qualifications but to have a greater understanding of that model of value flow and why the finance team will be focused on certain decisions that reduce risk and improve financial outcomes.
On the finance team side, it’s all about perspective — to start with understanding the part of the machine that they’re dealing with. Marketing’s job is all about creation of demand at the front end and increasing the brand of the business and then generating opportunities. Finance have to be able to put themselves into those shoes and understand what they’re trying to maximize to start the conversation. But beyond that, probably the two other we see the best finance teams do really well; one is creating — just creating forums for those discussions — and the second is presenting information in a way that is clear, visual and action-oriented.
The amount of times we see information that requires far too much time just to interpret vs. information that very clearly shows there’s a problem or an opportunity, and the action that can be taken to address that opportunity or risk, solves an enormous amount of the challenge in communications.
Corson
That actionable piece of the insight is key in terms of bringing value to the relationship and the conversation. It’s a two-way street, in terms of the need to learn and evolve of how to communicate.
Andrew, your organization is focused on learning and professional development. Can you share some perspectives on how you’ve been adapting and helping your members to stay relevant now but also to prepare for the future?
Harding
This is a particularly important area. You know, we understand today that the average half-life of a skill is something like four years, which means something you learned in 2012, only 25 percent of that is going to be relevant today. So, there’s this need to constantly learn, constantly relearn and, for many professionals who qualified in the 1980s, 1990s, that’s pretty new to them. They qualified with a promise. These skills will see you through for your career. The need to reset that is absolutely critical.
We do a number of things in terms of the continuing professional development that we offer to members. Not only is there a big program out there, but we’ve also picked and spotted on particular areas that are vital today and where we need change.
Last year and this year, we’ve been giving to all of our members what we call a digital mindset pack, which is a series of CPD products which they can then work their way through. They can get badged so they can then present that on LinkedIn or any other forums where they’re listed.
Beyond that, we’ve also been producing a whole series around developing emotional intelligence and the importance of that.
When you go back to what Simon was talking about, this need for finance to be able to communicate, to tell the story, we’ve said it’s a two-way street. But in the past, finance and IT have been guilty of using jargon and creating barriers with that, which, in many ways, makes you powerful to have a barrier, but it’s not helpful to the business.
Finance leaders, people with aspiration to lead in finance, need to be able to communicate, and they need to be able to vary their communication, depending on who they’re going to be talking to, because it’s going to be a very difficult conversation to employees if you try and speak to them the same way as you’d speak to an investor. You have to be able to shift your tone, shift your language, shift your words according to where your audience is and be sensitive to that.
Corson
Simon, one of the things Andrew said. You’ve got this multigenerational workforce now, you have the more senior people that came in expecting things to be stable. You’ve probably got a younger generation that’s coming in that’s very comfortable with change, the digital-native generation.
Metapraxis did a survey on the changing face of finance, speaking to millennial professionals. Any findings and insights you can share from that on managing in a multigenerational workforce?
Bittlestone
You’re absolutely right. A few years ago, we polled hundreds of millennials working in finance functions in the UK and the US. and we actually sat with the PR team to put together the report that followed. One of the PR leads said, “Well, you did well to even find hundreds of millennials working.”
Now this, of course, is playing on the classic, stereotype of millennials as lazy, entitled and unwilling to conform, and it was a great pleasure of mine as somebody who is pretty much a millennial himself to be able to reply that it was, in fact, very easy to get hold of this group of millennials as they are now vastly the largest generation in our current workforce today, and the generation in the greatest demand.
There were some fascinating responses and stats we got from this. Three to pick out for you that I think very much back up the conversation today. A solid majority felt that accounting skills were still imperative to their career and role in the finance team. And on the impact of data and technology, more than half felt a need to acquire data science skills and that analytics offered a transformational opportunity for finance teams ahead.
And in terms of their future career ambitions, and perhaps backing up some of our thinking on how the role of finance has changed, a quarter of them stated they were interested in becoming a future leader of the business outside of the CFO role. So, a CEO, a COO, and almost as many said they plan to go off and start their own business, even seeing finance as a great place to start a career that could take them in many different directions ahead.
Corson
That’s a great note to finish on. We’ve covered a lot of ground. In closing, are there one or two key recommendations that each of you would share with our listeners to prepare for the finance organization of tomorrow? Andrew?
Harding
My key recommendations would be: think digital and think storyteller.
Bittlestone
And mine very much unbiased opinion here: embrace analytics technology. It really is transformational, and study and promote the CIMA qualification, because it will give you the future generations of leaders in your finance teams.
Harding
Interesting, Simon. I spoke to a Dutch CEO yesterday, and she was saying, “If I was starting my career tomorrow, I’d like to be starting it as a management accountant because it’s going to be such an exciting world.”
Bittlestone
There you go.
Corson
What a great note to finish on. Andrew and Simon, I’d just like to say a huge thanks to both of you for joining me and sharing your insights today.
Bittlestone
Pleasure.
Harding
Thank you.
Corson
And to our listeners as always, thank you for listening. If you’ve enjoyed the episode, please remember to subscribe to the series or leave a rating or review. If you’d like to find out more about the topics discussed, we’ll be posting related links to ey.com/BetterFinance, and I look forward to speaking to you on the next episode of the Better Finance podcast, a series that explores the changing dynamics of the business world and what it means for the finance leaders of today and tomorrow.
(End of Tape)
