8 kinds of CFOs you need to know
Anders Liu-Lindberg
Leading advisor to senior Finance and FP&A leaders on creating impact through business partnering | Interim | VP Finance | Business Finance
Teaser: Does the perfect CFO exist? In this post, we’ll break down the different “CFO types” and how you can use them to best define your own CFO style. Read on to learn more.
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The days when the CFO was only responsible for balancing the books and crunching the numbers are long gone.
Instead, today’s business environment is fast-paced, and dynamic, and relies on people who thrive on constant change.
Does that sound like the traditional perception of a chief financial officer?
As business partners, we come across many different kinds of CFO, each possessing a range of diverse and important skills.
And, as the CFO role continues to be the fastest evolving C-suite role, it's important to recognize the distinct types of CFOs that exist in companies today.
Each brings their own unique strengths and talents to the conference table, so let’s find out what they are:
A dynamic and multifaceted role means wearing multiple hats
Each CFO we’ve worked with exhibits a preference for between one and four of the below types. How many do you recognize in yourself? How about amongst your colleagues?
The accountant
A master-of-numbers. Focuses on clarity, compliance, and control. Think of the preferences of the accountants you know. They might be more calculating and less risk-taking.
They trust the system of accounts and are very good at financial reporting. This CFO-type is highly experienced in the finance function.
The analyst
A data visualizer, highly skilled in creating transparency and visibility. In-built understanding of financials and demonstrates this skill by providing leadership with deep analysis.
Skilled communicators are able to make even complex financial insights easily understood. May have a background in investment banking.
The strategist
A strategy facilitator at the executive level. Impressively adept at assessing strategic options by quantifying and qualifying them.
Decision-making strongly focuses on value creation. Likely spent time in management consulting.
The technologist
A digital transformer. Leveraging the latest technology in the finance function but creating efficiencies across the entire organization.
Likely worked in a digital-first company and so possess a deep knowledge of the impact technology transformations can have on a business.
The disruptor
A trendsetter. Always on top of the latest trends and business models. Might spend a lot of time with external stakeholders and be skilled at benchmarking against diverse outside industries.
Likely worked across multiple functions and sectors and owns a creative approach to solving problems.
The networker
A C-suite relationship-builder. Someone who listens skillfully and uses what they hear to help others achieve success. Well-practiced puppeteers and master delegators who are able to get their work done via their teams.
May have entertained the idea of being an entrepreneur in their past career.
The adaptor
An execution-driver. Clear processes and systems allow efficient and effective execution. Prioritizes tasks and initiatives that have the greatest impact which moves the company forward at speed while simultaneously building a strong yet flexible tech platform.
Likely to have been a leader in different business units in the company.
The environmentalist
A well-connected policy guru. Focuses on the quadruple bottom line in decision-making: social, environmental, and profitable. Committed to creating long-term value and contributing positively to their community.
Deep understanding of the importance of sustainability in business. Likely worked at an NGO or in government.
What it takes to be a successful CFO today
No role is evolving faster than that of the CFO. As leaders, CFOs need to wear multiple hats to succeed in the job today.
Most of the successful CFOs we work with are a mix of inspirational people leaders, digital leaders, and long-term value leaders able to adapt to the changing needs of their company.
These kinds of CFOs are change agents who can drive talent and culture, accelerate digitization, and create long-term value for multiple stakeholders.
A trend we’re seeing is that, because the demands on the CFO are changing so fast, people who aren’t able to adapt, often end up leaving. In fact, we’re noticing that the length of the current CFO tenure is decreasing in general compared to other CXO roles.
That’s why at BPI we recognize that there is no “one size fits all” CFO nor would we wish there to be.
Variety and diversity are keys to organizational success at all levels.
We believe CFOs are capable of being inspirational people leaders, working seamlessly across the organization, and driving the talent and culture agenda in Finance by being motivational change agents.
CFOs should also be important digital leaders, driving bold, and innovative strategies to accelerate the digitization of Finance.
We also think CFOs can be long-term value leaders by leading changes in how we measure and communicate corporate value, moving away from short-term reporting towards long-term value thinking.
No one CFO fits neatly into any one “type” but should be able to flex between different behaviors, according to the specific needs of the company at different times.
What do you think about the examples above, do these types make sense for how you see the CFO role today? And, are there any you’d add or take away? Let us know in the comments below.
This was the second article in our new series "Re-branding the CFO". You can read the previous article(s) below.
While you await future articles why don't you check out our most recent series "Future-proofing the finance professional" below?
Also, check out our latest series "The Finance Function of the Future". You can read all the articles below.
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Anders Liu-Lindberg is the co-founder and a partner at Business Partnering Institute and the owner of the largest group dedicated to Finance Business Partnering on LinkedIn with more than 11,000 members. I have ten years of experience as a business partner at the global transport and logistics company Maersk. I am the co-author of the book “Create Value as a Finance Business Partner” and a long-time Finance Blogger on LinkedIn with 190,000+ followers and more than 250,000 subscribers to my blog. I am also an advisory board member at Born Capital where I help identify and grow the next big thing in #CFOTech. Finally, I'm a member of the board of directors at PACE - Profitability Analytics Center of Excellence where I support the development of new analytics frameworks that can improve profitability in companies around the world.
Graphic Designer at AKTC - auto accessories | motion designer | video editor
1yDO WORK FOR BEST I am a motion graphic designer, I do my work very professionally. so any one do your company or business motion video , please visit my profile https://fiverr.com/s/QvXBwj Thank you
Mission-Driven Chief Financial Officer | Empowering Non-Profits to Thrive: Your Dedicated Fractional CFO for Financial Sustainability and Community Impact
1yWe all are probably a combo of CFOs, I know I'm The Networker/Strategist/Analyst/Environmentalist, My background is an Economist and CFO of Non Profits (govt funding), but I'd never say I was anywhere near Investment Banking, so I feel like that is a stretch of an assumption.
Co-founder & CEO at Abacum | Automating FP&A for Better Revenue Forecasting & Cost Control
1yAnders Liu-Lindberg really timely at a time when we are falling into clichés - I'm seeing more posts that position CFOs as the "cost-cutters". Best #cfo are key business leaders with the strongest business acumen; best CFOs spend time business partnering, elevating the strategic conversation and supporting other functions to achieve their goals with real-time data
Helping Founders/CFOs scale with fractional CFO/FP&A services → Drove $300k in client savings → Keynote Speaker
1yAnders, I couldn't agree more! 💯👌 The CFO role has definitely evolved into a multi-faceted one, and it's fascinating to see the different "CFO types" you've outlined here. Kudos! 🙌🎩 I'd like to emphasize one thing: the importance of adaptability. 🦎🔄 In today's ever-changing business environment, a successful CFO should not only be able to navigate different types but also to adapt and switch between them as needed. Being a chameleon CFO, if you will! 🎭🌈 And hey, let's not forget the need for emotional intelligence (EQ) as well. 💓🧠 A great CFO should be able to connect with their team, understand their concerns, and foster a positive and inclusive work environment. It's all about balancing hard skills with soft skills to drive success! 🤹♀️🔝 How do you think the role of the CFO will continue to evolve in the future? 🤔🚀 Share your thoughts below! 👇