CFO全球职责扩张 (2)

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1、 天和财务: CFO全球职责扩张Destination CFO来源：天和网 核心提示：通过安永的三个调查，我们发现CFO的职责普遍扩大，并向战略型发展，多数CFO对自己的工作非常满意。A series of three major studies about what makes a CFO have concluded that todays volatile economic climate has created unprecedented demand for the CFOs unique perspective and skills. CFOs are also embracing

2、 an increasingly strategic remit and see their career choice as one to be celebrated.为了发现成就CFO的主要因素，进行了三项主要研究，发现当今动荡的经济环境要求CFO具有独特的视角和技能，这是前所未有的。CFO的战略性职责增加，他们也越来越为自己从事这个职业而感到庆幸。The three studies are part of Ernst & Youngs “The DNA of the CFO” series, and capture the insights of nearly 1,000 CFOs ar

3、ound the world on the skills and experiences they require to meet the challenges of todays complex environment.这三个调查是安永“首席财务官DNA检测”系列的一部分，其中近1000名CFO就为应对现今复杂环境挑战，CFO所应该具备的技能和经验这一问题进行回答。A broadening remit日益扩大的职责The first study, released in 2010, focuses on chief financial officers in Europe, the Midd

4、le East, India and Africa (EMEIA); the two subsequent studies, released in July 2012, focus on CFOs in North and South America and Asia-Pacific.第一项研究发表于2010年，主要关注欧洲、中东、印度和非洲(EMEIA)的CFO。两个后续研究发布于2012年7月，涉及到北美、南美、亚太地区的CFO。One consistent theme across all three studies is broadening of the CFOs role bey

5、ond pure finance. Increasingly, chief financial officers around the world also need to understand the commercial side of the business, help plan investments for growth, including into new markets, and support key initiatives from the CEO and the board from business transformation initiatives to corp

6、orate strategy and beyond. Moreover, they share responsibility for communicating complex information to external stakeholders a skill that, most agree, requires focus and personal development.在三项研究中，都有一个共同的主题：CFO职责日益扩大，已超出纯粹财务工作。越来越多的，世界各地的首席财务官也需要理解商业业务，为实现企业增长制定投资计划，以及进入新市场，给CEO和董事会的关键项目作支持，包括公司业务

7、转型计划甚至公司战略或者更多。此外，他们还负责和外部利益相关者沟通复杂信息，大多数人都认为这项技能需要专注力和个人发展。CFOs in all regions substantially agree that six principal, interdependent activities describe their role:各地区CFO都大体同意这个说法：他们的职业主要由6种相互依赖的活动组成。1) Ensuring business decisions are grounded in solid financial criteria2) Providing insight and an

8、alysis to support the CEO and other senior managers3) Leading key initiatives in finance that support overall strategic goals of the company4) Funding, enabling and executing the strategy set by the CEO and board5) Developing and defining the overall strategy for the organisation6) Representing the

9、organisations progress on strategic goals to external stakeholders确保金融决策是建立在坚实的金融标准基础之上。协助CEO和其他高管，提供分析见解。主导公司关键财务举措，支持公司整体战略发展目标。支持、执行CEO和董事会制定的战略并为其提供资金支持。公司总体战略目标的开发和制定向外部利益相关者展示公司战略目标进程。Our research suggests that CFOs are increasingly involved in supporting, enabling and even setting corporate s

10、trategy. They play a leading role in leading corporate functions from investor relations to corporate real estate and driving enterprise initiative, including material investments in international markets.我们的研究表明，CFO正逐步参与公司战略的支持、促进甚至是制定等工作。在公司职能上他们发挥了主要作用，从投资关系到公司地产，推动企业创新，包括国际市场的材料投资。Balancing fina

11、nce with strategy财务与战略平衡With this expanded mandate has come greater respect: global group CFOs report that they are highly valued for their contribution and expect, in the future, to be relied on even more for their ability to contribute to corporate strategy.随着职责的增加，CFO愈加受人尊重：全球集团首席财务官报告到，CFO的贡献得到更

12、多重视，并且公司未来会更加依赖财务官在企业战略方面贡献的能力。However, striking the right balance between finance fundamentals and corporate strategy can be challenging. The 2008 financial crisis increased the necessity for chief financial executives to focus on cost management, cash flow, risk management and controls. Finance le

13、aders agree that this renewed focus on fundamentals has reduced their time to play as big of a role in broader corporate strategy. Only 37 percent of CFOs in EMEIA feel they have enough time to focus on this area.但是，如何在财务基础和公司战略发展之间找到真正平衡，是一大挑战。2008年金融危机使CFO认识到更加关注成本管理、现金流、风险管理和控制的必要性。同时，他们也同意，这份关注占

14、用了财务官在企业战略中扮演更广泛角色的空间。EMEIA地区只有37%的首席财务官觉得自己还有足够的时间关注企业战略发展。But even with the mandate to focus on core finance, 75 percent of respondents of EMEIA-based CFOs say they currently spend 50 percent or more of their time on strategic aspects of the role.但是即使他们身担财务的核心职责， 75% EMEIA地区的CFO承认通常情况下自己一半甚至更多的时间会

15、用于企业战略发展方面。In Asia-Pacific, as recently as 2011, one quarter of CFOs spent more time (60 percent) on broader strategic issues than on financial management, and say they expect the trend toward an increasing focus on strategy to continue. Sixty-two percent of CFOs said they expect to spend between 60

16、 percent and 80 percent of their time on broader strategic issues in the future.在亚太地区，直到2011年，还有四分之一的首席财务官将更多时间（60%）花在广泛战略问题研究上，而不是财务管理方面。并且他们认为以后这个趋势会继续加剧。62%CFO表示，未来他们花在企业战略问题上的时间会占到60%-80%。Chief financial executives across geographies agree about the importance of surrounding themselves with a di

17、verse and skilled team. This is all the more so as the scope of the chief financial officers responsibilities grow.不同地区首席财务官都同意，与一个多样化且技能成熟的团队合作是非常重要的。随着首席财务官职责的不断增加，他们会变得越来越重要。However, one point of concern that is consistent amongst CFOs is a lack of focus on CFO succession planning and talent deve

18、lopment. Only about one-quarter of companies surveyed had any formal succession program or had identified their next possible CFO, signaling a potential problem for the future.但是，对CFO接班人计划和人才发展缺乏关注是所有首席财务官们都关注的问题。受访公司中，只有大约四分之一表示有正式继任程序，或者已确定下任CFO人选，这在未来可能会成为一大难题。Destination: Chief Financial Officer

19、目标：首席财务官Ernst & Youngs results belie the oft-cited belief that the CFO role is but a stepping-stone to CEO. The top finance executives across the regions that were surveyed, report high satisfaction in their role and their remit. Just 10 percent of EMEIA respondents suggest that they aspire to be ch

20、ief executive officer; 73 percent are content to stay CFO or to become CFO at a group level or in a larger company. The findings in the Asia-Pacific region are comparable, with 64 percent of respondents confirming their desire to stay as chief financial officer in their current organisation or at a

21、larger one, and 13 percent seeing themselves in the CEO role at some point.安永的调查结果颠覆了人们的信念，人们一直认为CFO是通向CEO的跳板。但是被调查地区顶级首席执行官们都表示，对目前自己的职责和职位非常满意，EMEIA地区只有10%CFO认为成为CEO对自己很有吸引力；73%的人对成为CFO，或者在一个团队中或更大公司中担任CFO很满意。相比，亚太地区的调查也是如此，64%的调查者很确定自己希望能继续在现任公司或更大的公司中担任首席执行官。13%的人在某种程度上想要成为公司CEO。In the US, howev

22、er, half of chief financial officers say they would accept a CEO role if the right one were to present itself. While the surveys show remarkable consistency across the regions, there is a major divergence in views amongst CFOs worldwide.然而，在美国，大约一半的首席执行官认为如果有合适的人出现，他们会接受CEO的职位。调查显示这个地区通常有惊人的一致性，但在这个

23、问题上却有一个很大分歧。Overall, the main finding of our series of global studies was that chief financial officers expressed deep satisfaction with their roles. The changing environment, growing remit of this highly respected role provide a challenging and fulfilling career.总体而言，通过一系列全球范围调查，我们最主要的发现就是首席执行官对自己在公司中扮演的角色非常满意。环境的变化，日益增长的职责使这份受人尊敬的工作充满挑战，让人倍感充实。文章来源：【译文稿件声明】此文由天和网翻译，转载务必请注明出处，并添加源链接，否则本网将依法追究责任。前程似锦 路在脚下