Built Business Tough

By Christopher Wright, Managing Director, Protiviti

As organizations wrestle to meet up with the difficulties of the digital economy, CFOs are increasingly worried that their companies could not be holding pace with new organization realities, regulatory alterations and a promptly evolving digital landscape. Which is according to a new survey by Protiviti and North Carolina Condition University’s Business Possibility Administration Initiative. [1] Apparently, the CFOs’ major worries mirrored in the survey final results have very small to do with accounting or financial reporting.

Possibility worries ended up reliable throughout geographies and industries, with CFOs and chief audit executives showing a heightened concern relative to their C-suite friends and escalating concentrations of concern year more than year. These final results ended up reliable with a former survey of finance leaders executed by Protiviti earlier in the year. [two]

Best world pitfalls according to finance executives consist of macroeconomic worries about an financial downturn that could noticeably restrict expansion prospects, and a concern about the probable for regulatory alterations and tightening scrutiny. Rounding out the major 5 are worries about organizational resistance to improve, the capability to draw in and keep major expertise, and cybersecurity.

Best Threats according to CFOs
  1. Economic ailments could noticeably restrict expansion prospects.
  2. Regulatory alterations and scrutiny could impression operational resilience and production and shipping and delivery of goods and products and services.
  3. Resistance to improve could restrict organizational agility.
  4. Succession difficulties and capability to draw in and keep major expertise could be more complicated.
  5. Cyber risk preparations could be inadequate to prevent model-harming disruptions to core functions.
A lot more Holistic Concerns

Progressively, CFOs are granted a seat at the table for strategic chance conversations. That, in switch, has led them to turn out to be more concentrated on strategic worries exterior of their traditional purview.

stock and other capital markets, while up web, have been up and down, with indicators turning out to be unpredictable at times. That has produced it increasingly complicated to forecast financial final results, specifically below new accounting principles on points like anticipated credit history losses, which demand ahead-searching details modeling.

Community organizations have a short while ago been as a result of a sequence of accounting alterations which ended up created to present buyers with a more realistic photo of a company’s legitimate financial posture. At the similar time, the Community Organization Accounting Oversight Board has occur up with a raft of new audit disclosures that must be bundled in financial reports, together with the publication of crucial audit issues (CAMs) – main worries elevated in the course of an exterior audit about issues requiring sizeable auditor discretion or judgment.

But outside of those people financial reporting issues, even broader duties demand a broader expertise pool for finance companies. As stakeholders increasingly rely on the finance office for details analytics and strategic forecasting, CFOs are turning out to be worried about their capability to draw in and keep details experts and other major expertise expected to make optimum use of new tools and interpret that details in significant methods. At the similar time, there are worries that present workers could be too set in their methods and resistant to improve to properly meet up with the difficulties of digital transformation. Underneath their increasing part as strategic chance analysts and advisers, CFOs’ concern for resistance to improve extends outside of their own departments as they have to weigh and estimate the risk of cultural difficulties stymieing innovation and transformation.

From a safety point of view, strategic-imagining CFOs are not only worried about the noticeable concerns of details safety and privateness, but also the model problems that could arise as a final result of a details breach. This comes in the midst of a expanding desire for more timely and accurate details and details analytics from interior and exterior stakeholders.

All of these broader, proactive worries are, of training course, in addition to the traditional reporting obligations that remain at the core of a finance executive’s duties. Receiving all of the historical actions anticipated of finance companies suitable is component of the baseline expectations, with new strategic details necessities adding to their mandate.


Stakeholders are increasingly searching to CFOs to not only assistance determine strategic pitfalls, but also to present tips on how to mitigate those people threats. The to start with phase is to benchmark you: Look for data from a variety of resources and peer studies to continue to be abreast of existing pitfalls.

Preserve an eye out for realistic use scenarios and methods in which other people have resolved your worries. It is no more time more than enough to continue to keep a slender target on financial reporting and goods and products and services. CFOs need to have to be in a position to articulate what they are performing and why, how it compares to what other people are performing, and develop responsive procedures to tackle pitfalls in methods that increase financial resiliency. Proofs of strategy need to be examined and verified in follow to develop self confidence that plans will be helpful.

Ultimately, while there was general settlement in our surveys and throughout the C-suite on what the pitfalls ended up, there ended up sizeable variances in notion of how really serious those people pitfalls are. It would be a excellent plan for CFOs to confer with other executives inside their companies to set up a agency grip on the chance universe and to make certain that anyone is aligned and doing work jointly on the similar major priorities, and with the similar urgency.

Desk: Perception of Possibility Severity Among the Executive Suite

For more data, visit protiviti.com


[1] “Executive Perspectives on Best Threats 2020,” http://protiviti.com/internet sites/default/documents/nc-state-protiviti-survey-major-pitfalls-2020.pdf


[two] “2019 Finance Developments Survey,” https://www.protiviti.com/US-en/insights/finance-priorities-survey