For finance executives, the digital transformation isn’t coming. It’s already arrived.
Or they need to act as if it is, anyway. While their companies may still be working on prioritizing and procuring the necessary technology, CFOs need to make sure that the organization’s future shape can accommodate—and maximize—emerging technologies such as Artificial Intelligence and the Internet of Things. In their evolving role as strategists, they must prematurely visualize a reconfigured finance function, one that seamlessly aligns advances in technology with the acquisition of newly critical skills.
The task of rethinking the function, even in the face of fast-moving, high-impact technological changes, doesn’t require CFOs to abandon their methodological ways. They can’t begin to reconstruct the function without first laying the supporting groundwork.
How to go about doing so is discussed in the chapters that follow, which reflect the results of a survey conducted by CFO Research, in collaboration with Tata Consultancy Services, that explored many different aspects of digital maturity and leadership.
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