The Value- Driven CFO. kpmg.com
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1 The Value- Driven CFO kpmg.com
2 2 Leading the Way in a Data-Driven Enterprise Several years of global uncertainty have made even the toughest executives flinch, and that s certainly true for chief financial officers (CFOs). Competent CFOs are spearheading initiatives such as shared services, outsourcing, process improvement, and process automation. But in today s unpredictable environment, a sole-focus on the internal finance function operating costs is not enough. To be truly successful, the CFO must evolve beyond the finance function to identify value across the broader enterprise, providing insights to help the rest of the organization improve performance and manage risk. One way to do that is to create the Intelligent Enterprise by managing a key asset called data, and CFOs are uniquely positioned to lead this effort. CFOs have access to a wealth of data from ERP systems, line-of-business applications, and management reporting tools. Armed with this keen understanding, CFOs are sitting on a goldmine of information that, with the right management and analytics, can be translated into performance insight and meaningful value. That s why the CFO is well positioned to be the new knowledge executive in the C-suite. The CFO can see the bigger picture, make truer forecasts, and pave a clearer path to value by partnering with the business units to improve strategy, operations, IT, supply chain, sales, and marketing, while deploying capital more intelligently. Source: IBM EBITDA 11.3% 14.0% >20x MORE REVENUE ROIC 12.1% 5-year CAGR 49% MORE 5-year CAGR 30% MORE 5-year average Business analytics 0.05% 9.4% 9.3% All other enterprises
3 3 Improving business intelligence A key differentiating role for the CFO is driving the connection between operational and financial performance. For example, a common manufacturing priority is managing the efficiency of plant utilization, capacity, and backlog. But plant throughput and backlog also have direct ties to revenue forecasts, and the CFO can integrate manufacturing analytics to drive the connection. It comes down to identifying a wider variety of levers for managing overall business performance. With expanded influence as the steward of information management, CFOs can go beyond finance to identify opportunities for growth and cost savings across regions, functions, and the enterprise as a whole. In fact, companies that take advantage of business analytics perform significantly better than those that don t. According to an IBM study of CFOs, those who embraced business analytics over a five-year period showed an average 20-fold increase in earnings before interest, taxes, depreciation, and amortization (EBITDA), a 49 percent increase in revenue, and a 30 percent higher return on investment capital. These enterprises use business analytics to accelerate business performance. They manage corporate data as a differentiating asset, with a focus on both horizontal and vertical integration of enterprise resource planning (ERP) systems, operational data stores, data warehouses and appliances, reporting systems, analytic engines, and more. These organizations evaluate business intelligence as a corporate competency with discipline around people, process, and technology and they embed analytics as a utility. They no longer see analytics as just a series of reports with different views; they instead speak of multiple dimensions and data cubes. They think in hierarchies, and they insist on clear metadata ownership and management as part of generating, managing, and reusing analytic tools. It is the CFO who is leading this renewed focus on performance and risk management, and the CFO is demanding the right information at the right time to realize value. For example, some CFOs are working with business units to more effectively deploy capital. Others are reducing the cost and delay of financing by freeing up working capital and deploying it more efficiently. Many other CFOs are leveraging business analytics to invest in the right growth areas and influence strategic decisions based on data such as: Product profitability Customer profitability Emerging markets Commodity analysis Acquisition analysis. Confronting Complexity through Information Management Ninety-four percent of executives worldwide tell us that complexity is their greatest challenge, and information management ranks as one of the top two reasons why. Ironically, however, information management is also the most popular way to manage complexity, as cited by 84 percent of the executives in our research. KPMG: Confronting Complexity: Research Findings and Insights, May 2011.
4 4 Operations Finance IT Supply Chain Treasury Research & Development Payables Manufacturing Receivables Sales and Marketing Asset Management Forecasting HR Resource Planning External Benefits Learning & Development Performance Management IT Operations Capital Planning Operations Enablement Social Media Client Feedback Reaearch Process People DATA Technology Operations Behaviors Metrics & Measures INFORMATION Strategy Decisions INTELLIGENCE Insight A 360-degree view When information takes center stage, it can help organizations make better fact based decisions and create better processes. However, creating this new intelligent business model can be a significant change journey. An effective information-driven approach should apply historical, current, and predictive analytics to give organizations a 360-degree view of their data. This view enables a focus on business outcomes and measurable value. More organizations are also incorporating customer analytics, including customer sentiment (which stems from external data), and they re integrating these risk indicators as part of the holistic view of business performance. Organizations that use an intelligent business model have the following characteristics: Knowledge. They meet the information needs of all stakeholders, providing the platform for intelligent and informed decisions (see diagram). And they bridge the gap between knowledge needed and data in hand, so the organization can cut through complexity and advance its business agenda. Integration. They integrate data and technology with key performance indicators, metrics, reporting, and analytics all to create better information that s more relevant and timely. Visibility. They standardize data into a unified platform to be leveraged across the enterprise, providing many views of the same trusted data. While the data itself is an asset, the real opportunity is turning that data into value in the form of growth, cost savings, and other benefits across the organization. CFOs can help the company harness its data in a program that includes data governance analytics, benchmarking, reporting, leading practices, and intimate knowledge of the business strategy. It is not a surprise, that the biggest improvement finance executives want to see from their finance and account ing function cited by 91 percent of survey respondents is in the quality of financial and performance insight obtained from the data they produce, followed closely by the finance and accounting organization s ability to proactively analyze that information before it is stale or out of date, according to a recent CFO study conducted by CFO Research, in collaboration with KPMG. 1 1 CFO Research, Intelligent Finance Organizations: Insight into Empowering Finance and the Enterprise, May 2013.
5 5 Tomorrow s competitive advantage will be driven by the ability to identify, consume, produce, and govern the complex information inside and outside the company s walls. Data analytics can improve decision-making throughout the business, helping organizations unlock value by: Identifying new market opportunities Improving responsiveness to customers, based on a greater understanding of their needs and satisfaction with products and services Increasing strategic relevance of the workforce by understanding employees motivations and aspirations Improving financial discipline and integrating business performance across operations, supply chain, manufacturing and logistics Identifying better ways of measuring and managing risk. Optimizing operational performance through transparent fact based analysis 5 % As a result of that unlocked value, organizations have reported outcomes such as: 30 % 20 % Increase in return on invested capital 20 % Improvement in working capital Reduction in inventory carrying cost Increase in return on net asset Nearly 13 % reduction in spend
6 6 ADDING VALUE THROUGH FINANCE The following activities and outcomes are based on surveys of financial executives. FUNCTIONAL IMPROVEMENT BENEFIT POTENTIAL OUTCOMES WORKING CAPITAL MANAGEMENT Enhanced free cash flow 20% to 30% Unlock tied-up funds INVENTORY AND WAREHOUSE MANAGEMENT Fulfillment of customer demand while reducing cost of inventory maintenance 30% to 70% 20% to 40% 30% to 60% Reduction in lead time Reduction in inventory Increase in fill rate CREDIT SPEND ANALYSIS Cost savings 5% to 20% Savings for each new dollar managed SUPPLIER MANAGEMENT REDUCED NUMBER OF SUPPLIERS TECHNOLOGY AND PROCESSES FOR RECEIVABLES MANAGEMENT, CREDIT AND COLLECTIONS Reduction in spend from volume discounts and pricing control Improved cash forecasting and reduced days sales outstanding Tens of millions of dollars saved Reduction in overdue accounts 90% 70% Fewer past-due accounts versus competitors FUNCTIONAL COLLABORATION FOR SALES, AND OPERATIONS PLANNING Improved financial performance 4% Increase in return on assets versus competitors TECHNOLOGY FOR AUTOMIC GUIDANCE THROUGH FINANCIAL PLANNING, BUDGETING, AND FORECASTING Improved financial performance 10% to 20% Cost savings PRODUCT/SERVICE INNOVATION Stronger product & service innovation capabilities 50% to 60% of companies with stronger capabilities than primary competitors EARNINGS PER SHARE Financial performance 40% Finance leaders have 40% stronger EPS than primary competitors with weak financial capabilities
7 7 Prime position Due to the historical focus on transaction cycles, the finance and accounting departments have the best access to organizational data. And though finance has traditionally brokered an understanding of performance, the function also manages the transactional data that tracks performance throughout the organization. So who better than financial executives to organize the data, make it ready for mining and translate it to significant value? CFOs are in a prime position to create a data-driven intelligent enterprise. By taking charge of data governance and business analytics, CFOs are the best suited to identify opportunities for value and apply stronger discipline throughout the entire organization. Additional related reading From Keeping Score to Adding Value: Global CFOs on the Art of Constructive Change A New Role for New Times: Opportunities and Obstacles for the Expanding Finance Function KPMG s Financial Management Practice
8 For more information contact: Don Mailliard Principal North America Leader Financial Management T: E: kpmg.com 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative ( KPMG International ), a Swiss entity. All rights reserved. Printed in the U.S.A. The KPMG name, logo and cutting through complexity are registered trademarks or trademarks of KPMG International. NDPPS
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