THOUGHT LEADER
Says Nick : “ It ’ s about having the right people in place , a good cadence and accountability for them to own those areas they are responsible for and a method of communicating clearly back to you as CFO , so you can drive appropriate strategies to manage these risks in the long-term .”
“ Having the right attitude to risk throughout the organisation is not just the CFO ’ s job , everybody has a role to play in that . When you put all these different disciplines represented at the Board together , you collectively set the strategic direction for the Company to navigate the various risks posed to the business which ultimately manifests in the reported financial performance of the business .”
As the business landscape continues to evolve , one thing remains clear : the role of the CFO has been irrevocably transformed . No longer mere numbercrunchers , today ’ s finance chiefs must be early-warning systems , capable of navigating the complex interplay between risk and opportunity .
In the rarefied air of the FTSE 100 or Fortune 500 , those who can effectively balance prudent risk management with innovative financial strategies will undoubtedly emerge as the true architects of their companies ’ futures .
For the rest , the price of complacency may prove steep indeed . fintechmagazine . com 149