More than 800 CFOs, finance directors (FDs) and other senior finance executives were surveyed to understand how the CFO role is changing, and what the future holds for both the role and the finance function. Including divisional and regional finance leaders, more than a quarter (27%) of them were operating as Group CFO or Group FD. Respondents were split across three regions: the Americas, Asia-Pacific, and EMEIA — including Europe, the Middle East, India and Africa.
The respondents were from across 14 sectors: advanced manufacturing & mobility, consumer, government & public sector, insurance, oil & gas, private equity, technology media & entertainment telecommunications (TMT), banking & capital markets, financial services, health sciences & wellness, mining & metals, power & utilities, real estate hospitality & construction and wealth & asset management.
The three cohorts were established by segmenting the respondents based on a number of key questions, for example:
- “Digital leaders” considered it extremely important for CFOs to spend time with technology start-ups.
- “Long-term value leaders” had a particularly strong belief that CFOs should be seen as the primary stewards of long-term value.
- “People leaders” were focused on people-oriented “right-brain” skills (e.g., creativity and emotional awareness) and culture change in finance.