Redesigning the operating model Key findings about the CFO’s role in operating model Overall, more than half (57%) of the CFOs we surveyed feel they make a redesign significant or very significant contribution to operating model redesign (see Chart 11). More than half (51%) of the 652 CFOs we surveyed make operating model Chart 11: How much of a contribution do you make to operating model redesign? redesign a high priority (see Chart 9). Chart 9: Over the next three years, how much of a priority will operating model Very significant contribution 17 redesign be for your organization? Significant contribution 40 Very high priority 14 Average contribution 26 High priority 37 Small contribution 14 Medium priority 34 No contribution at all 3 Low priority 12 % 0 5 10 15 20 25 30 35 40 45 Very low priority 3 % Four operating model redesign priorities for the 0 5 10 15 20 25 30 35 40 CFO and CEO Eighty-five percent of CFOs who make operating model redesign a very high priority tend to report closer collaboration with the CEO. This falls to 60% for 1. Determine which activities will gain the most benefit from a the rest of the sample (see Chart 10). global or regional scale, and which should be retained locally Chart 10: Percentage of CFOs whose collaboration with the CEO has increased There is always a tension between the need to realize the benefits of scale in the last three years with the ability to capture growth opportunities, achieve speed to market and CFOs who make operating model 85 respond at the local level. At the heart of this tension, companies need to redesign a very high priority make decisions about centralizing or decentralizing high-value activities and Others 60 locating management functions operationally where it makes the most sense. % According to Vreeswijk, CFOs play a critical role in moderating this tension. 0 20 40 60 80 100 “We all accept that there are benefits from centralization, but the question is, how far do you take it?” he says. “The CFO is in an ideal position to be a natural integrator who can moderate this conversation in a neutral way.” Partnering for performance Part 5: the CFO and the chief executive officer 24