faster and leaner. And to do so, they must define the right priorities and people for said transformation.By 2025 50% of FP&A leaders will have enterprisewide data strategy as a key responsibility. As more finance teams build up their capacity for D&A, finance leaders must increase their role in enterprise D&A governance, and strengthen their understanding of the underlying D&A concepts or be left at the mercy of IT to fulfill their D&A strategy.
To deliver on these new employee expectations, finance leaders must work with their HR partners to reinvent the employee value proposition and create a culture that is more human, one that understands what it means to be human and uses that knowledge to unlock the potential of its people.In response to constant disruption, the vast majority of CFOs are relying on technology investments to expedite transformation.
Though technology investments are increasing, data shows only 30% of technology projects succeed. The existing complex and siloed legacy technology portfolios make it difficult for finance teams to decide what technology to prioritize and which capabilities to invest in.strategy and roadmap, which is a modern and effective approach to assess and plan a technology portfolio.
At the top of their list is leading finance transformation efforts, but many finance leaders will also prioritize change management, technology strategy and the employee experience.is the Chief of Research for CFOs at Gartner, where his business insights are used by 45,000 leaders at a majority of the Global 500. His research teams quantify and share what the top companies and their leaders do differently to maximize their people, processes, and technology.
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