Finance automation is playing a substantial role in furthering the CFO’s position in the C-suite.
Half a decade ago, the finance team spent 80% of its time gathering, verifying, and consolidating finance data. The remaining 20% was dedicated to higher-level tasks and decision-making.
A McKinsey survey found that only 13% of CFOs used automation technologies, and only 5% said automation brought any substantial ROI in 2019.
However, the CFO’s mindset has drastically changed today. The modern CFO has an affinity with tech and realizes the extreme potential of automation in finance processes. They also realize the need for upskilling and transformation from the functional to the strategic role for the team and themselves.
New research shows that 80% of the CFOs are interested in AI and automation to save time and effort and put more focus on core tasks.
As artificial intelligence and automation become more pervasive in finance tasks, finance automation will provide more fertile ground than ever than any C-suite function for growth and efficiency.
Let’s learn how automation has transformed the CFO’s role and played its part in evolving finance teams.
The changing expectations and responsibilities of finance professionals in the age of automation
Automation has become pervasive across industries. The finance industry, like others, has experienced this transformative impact. Previously, traditional finance roles were characterized by manual tasks and intricate calculations, but they are now undergoing a profound shift.
The advent of automation also presents challenges for CFOs and the skills they require. Traditional finance positions that relied heavily on exceptional mathematical abilities and analytical thinking are now being complemented, if not replaced, by advanced algorithms and intelligent software solutions.
Gartner states that leading digital transformation efforts in the finance function is the top area CFOs are focused on in 2024.
As automation takes over mundane tasks in the years to come, CFOs will be experiencing a significant shift in their responsibilities and expectations. Let’s find out how.
From transactional tasks to strategic partnership
With the automation of routine and repetitive financial processes, finance professionals are relieved of time-consuming manual work.
One of the most noticeable changes in the role of finance professionals is their shift from transactional tasks to strategic partnerships.
With automation, they now have the time to focus on more value-added activities, such as financial analysis, forecasting, and strategic decision-making and partnerships.
Finance professionals can now leverage automation tools and technologies to their advantage and provide accurate and timely insights to support strategic initiatives, ultimately contributing to the organization’s overall growth and success.
From siloed expertise to cross-functional collaboration
Automation in finance now offers the added advantage of cross-functional collaboration.
A finance official that traditionally worked within his/her own functional silos, with limited interaction with other departments, has the time and the need to collaborate with other teams, expanding his role.
Gartner states, “Improving the effectiveness of resource allocation and optimizing costs are two traditional tasks that CFOs still consider critical to success — but the way they approach these initiatives is evolving. CFOs are increasingly evaluating cost and investment decisions through an enterprise-first lens of profitable growth and digital transition.”
In this age of automation, the importance of cross-functional collaboration has become paramount. CFOs and their teams are now expected to collaborate with other professionals belonging to different departments like marketing, operations, IT etc., to gain a holistic understanding of the organization’s financial health.
As the role and expectations of a finance official change, they can contribute to better decision-making processes and drive overall performance improvement simply by fostering collaboration and sharing insights across different functions.
From reactive reporting to proactive insights generation
With automation in finance, the traditional ways of collecting, processing, and analyzing crucial data are transformed as well. Finance officials have now shifted away from reactive reporting to proactive insights generation.
The use of cutting-edge analytics and predictive modeling is now allowing finance officers to identify trends, anticipate risks, and provide strategic recommendations for optimizing financial performance.
The real deal is to embrace AI and automation in the organic finance transformation in the wake of a growing number of competitors, and pressure to navigate a turbulent economy.
From rule-based compliance to adaptive risk management
As CFOs navigate the age of automation, their responsibilities in compliance and risk management have also evolved. Along with crucial rule-based compliance, automation has also made it possible for a finance official to adopt adaptive risk management strategies.
One can now leverage machine learning (ML) algorithms and artificial intelligence (AI) to identify patterns, detect anomalies, and manage risks in real time. Such a shift allows for a more agile and dynamic approach to risk management. It enables these
finance professionals to respond quickly to emerging threats and changing regulatory requirements with ease.
The new skills and competencies required for success in the automated finance function
With automation at the helm, success in the automated finance function is guaranteed only with upskilling and developing new skills and competencies. As the roles and responsibilities of a CFO and the team change, being primarily focused on transactional tasks to strategic partnership, collaboration, data analytics, and risk management, they must adapt accordingly.
Some must-have new skills and competencies include:
Digital Acumen and Tech Savvy
Finance officials require a profound comprehension of digital technologies and their use in finance, alongside some technical proficiency. They must grasp not only numerical data but also the tools that drive efficacy and innovation. Digital tools, such as cloud computing, artificial intelligence (AI), robotic process automation (RPA), and blockchain, can help enhance efficiency, precision, and decision-making.
Proficiency in coding, particularly in languages like Python, facilitates extensive data analysis and automation prospects. Developing digital expertise and technological literacy empowers finance officials to effectively harness the potential of automation and adapt to the ever-changing digital environment.
Data Science and Analytics Expertise
Data is the new currency, and knowing how to wield it is invaluable. Automation in finance generates vast amounts of data, so finance officials must become proficient in data science and analytics.
Key skills, including data visualization, statistical analysis, machine learning, and predictive modeling, are becoming increasingly vital for finance professionals. With tools like Tableau or Power BI, we can visualize data-driven insights clearly and tell compelling stories that resonate with stakeholders and drive strategic decisions.
Business Partnering and Storytelling Abilities
As automation takes over repetitive tasks in finance, finance officials must shift their focus toward becoming strategic partners within their organizations. Finance officials who have good storytelling abilities can effectively communicate complex financial information to non-financial stakeholders.
They can facilitate informed decision-making and foster trust and confidence in the finance function. Thus, building strong connections across departments and translating financial data into compelling narratives are essential skills that must be acquired.
Change Management and Continuous Learning Mindset
CFOs and their teams must be flexible and open to learning and evolving. Staying ahead of the curve and regularly updating our skills and knowledge is crucial. Investing in our growth through online courses, workshops, or certifications brings valuable returns.
Finance professionals who actively embrace change management and prioritize continuous learning are well-equipped to navigate the ever-evolving automated finance landscape.
Strategies for CFOs to lead the upskilling and reskilling of their finance teams
According to CFO|Economic Times, “Currently, only 16% of global finance leaders believe their finance function is operating at its peak, and a mere 14% plan to undertake comprehensive transformation in the next three years.” To navigate the disruptive impact of automation, CFOs need to implement effective strategies that enable their teams to adapt to the changing demands of the finance function as stated above.
Some crucial steps include:
- Assess Current Skill Gaps and Future Needs
- Foster a Culture of Continuous Learning
- Provide Access to Cutting-Edge Technologies and Tools
- Encourage Cross-Functional Collaboration
- Emphasize Soft Skills Development
Real-world examples of companies successfully transforming their finance teams for the future of work
Accenture says, “The evolution of the CFO role from a transaction processor to strategic partner has been ongoing for years”. Many finance leaders believe that improving operations is not easier and “just 5% have reached the threshold of future-ready operations and 35% expect to be there in next 5 years.”
However, firms like Gavi, the vaccine alliance backed by Bill Gates, and NH Hotel Group, a leading hotel business across Europe and Latin America, are some of the firms that are successfully transforming their finance team for the future.
Future trends shaping the finance workforce of tomorrow
As amply emphasized, the finance workforce of tomorrow needs to be ready for automation in finance. Some future trends that will shape it include digital transformation, skill shift, emphasis on data and analytics, collaboration and partnership, and learning mindset and adaptability.
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