More than 90 percent of finance professionals agree that finance has an essential role to play in helping their organizations benefit from data-related projects. However, organizations looking to use data to its full potential could face a steep learning curve. In the CGMA report, From Insight to Impact – Unlocking Opportunities in Big Data, the AICPA and CIMA asked more than 2,000 finance professionals around the world about the role of finance in turning data into insights to maximize commercial opportunities. While 87 percent said big data and better analytics will change the way business is done over the next 10 years, 86 percent said their businesses are struggling to get valuable insight from data.
A few months back, I had the opportunity to listen in on a roundtable discussion with CEOs from some major multinationals about the need to make their organizations more data-centric—and the role of the CFO in this endeavor.
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The AICPA’s joint venture with the Chartered Institute of Management Accountants (CIMA), the world’s largest and leading professional body of management accountants, has been very successful with more than 150,000 finance professionals obtaining the Chartered Global Management Accountant® (CGMA®) designation, including more than 50,000 U.S. CPAs.
I recently had the pleasure of speaking with two of the profession’s leaders to discuss their thoughts on the profession and the evolution of the joint venture between the AICPA and CIMA. Paul Stahlin, CPA, CGMA, is the former chairman of the AICPA’s Board of Directors and Myriam Madden, FCMA, CGMA, is the president of CIMA.
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Are you ready to be the chief future officer? That is what I imagine to be the ultimate role of today’s CFO, someone who offers the kind of multifaceted, high-end skills that organizations can use to achieve their strategic financial goals and drive innovation.
The role of the CFO is already undergoing rapid change. In fact, 66% of global CFOs don’t believe the current definition of that title adequately captures the diversity of their position, according to an Ernst & Young study. Finding the skills needed to move an organization forward is going to be an ongoing challenge, however. In an Accenture survey, 40% of decision makers in Europe believed that the future success of their organizations depended on high-end analytical skills, but only 15% said they had these skills. So-called soft skills are also vital. IBM research has found that CEOs believe the critical skills for future success are being collaborative, communicative and creative.
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