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1、3 actions to unlock your influence and drive digital transformationThe CFOs Guide to Human LeadershipIntroductionThe expanding scope of what technology is now able to do for us has fundamentally changed what employees need from their leaders.Finance leaders need to access human leadership skills to
2、guide not just their own teams but the broader enterprise in this environment.Without the ability to earn stakeholder buy-in,full staff engagement and leadership support,CFOs will fail to lead and execute digital transformation initiatives.Turnover will be nearly 20%higher than the prepandemic annua
3、l average.81%of boards have not made progress toward or achieved their digital business transformation goals.Source:GartnerThe CFOs Guide to Human Leadership2Gartner for Finance Leaders Follow Us on LinkedIn Become a Client 20%81%To drive impact,CFOs today need to be human leaders:authentic,empathet
4、ic and adaptive.While these traits have always been among the key qualities of great leaders in the past,todays environment has made them imperatives.Employees no longer just desire these qualities they demand them.Human leaders drive employee intentions to stay with their current employer up by 12
5、percentage points over the average leader,and drive improvements in employee well-being and engagement by 30 and 37 percentage points,respectively.AuthenticAct with purpose and enable true self-expression for themselves and their teams.EmpatheticShow genuine care,respect and concern for employees we
6、ll-being.+=+Human LeadershipAdaptiveEnable flexibility and support that fit team members unique needs.What is human leadership?Components of human leadershipThe CFOs Guide to Human Leadership3Gartner for Finance Leaders Follow Us on LinkedIn Become a Client When done right,the mission of driving fin
7、ancial discipline is the same as the mission of being a human leader.Putting people at the center of the job makes you not just a more effective manager of people but a more effective CFO.Being a human CFO means that the impact of your authenticity,empathy and adaptivity shows up in the quality of y
8、our interactions,the feedback from your employees and improving your ability to make those tough economic trade-offs to protect financial outcomes for the entire enterprise.In fact,the three core traits of human leadership can help you achieve three critical must-dos to drive transformation and ente
9、rprise outcomes in the years and decades ahead.Must-Do No.1 Obtain better information about business performance.Must-Do No.2 Enable business innovation and risk taking.Must-Do No.3 Ensure your team is fully engaged amid disruption.Human leadership can drive growth through digital transformationThe
10、CFOs Guide to Human Leadership4Gartner for Finance Leaders Follow Us on LinkedIn Become a Client Obtain better information about business performance Challenge CFOs struggle to get critical information around business risks and opportunities.Underperforming business units feel like they have to play
11、 a numbers game to gain funding.More rigid,project-based funding models arent appropriate for iterative digital initiatives.Diagnosing questions Where in your business is it hardest to get full information about potential investments?How are you encouraging a more transparent conversation about uses
12、 of capital,instead of a numbers game?Two-thirds of CFOs say their business is not fully transparent with finance about all the digital investments they are making.Source:GartnerOn average,over one-third of all funded initiatives are underperforming relative to their business case.Must-Do No.1Must-D
13、o No.2Must-Do No.3The CFOs Guide to Human Leadership5Gartner for Finance Leaders Follow Us on LinkedIn Become a Client What to do differently Enable cooperation(not forced compliance)by cultivating a deliberate understanding of your stakeholders and business performance.Get beyond the financial disc
14、ipline playbook into a more open and transparent dialogue.Build comfort around uncertainty on digital investments.Include a small number of nonfinancial,leading metrics that account for interdependence and nonfinancial benefits of digital business outcomes.Your next steps Adopt scorecards and metric
15、s to capture digital investments full value.Align digital funding to products rather than projects.Adapt business cases to accept outcome ranges,and map out what is uncertain and what will be learned as initiatives progress.Must-Do No.1Must-Do No.2Must-Do No.3The CFOs Guide to Human Leadership6Gartn
16、er for Finance Leaders Follow Us on LinkedIn Become a Client Peer best practiceMust-Do No.1Must-Do No.2Must-Do No.3Overview To evaluate digital business outcomes beyond revenue metrics,a financial services provider phased in a product funding model with an adapted KPI scorecard to allow for greater
17、uncertainty and more iterative decision making.Solution highlights1.Equip finance and delivery teams to transition from project to product funding:Make the case to stakeholders with an incremental approach.Begin the transition by chunking projects into three-to six-month increments and simplifying b
18、usiness case justification to build confidence and capability.Related complimentary research to get started:The CFOs Guide to Funding the Enterprises Digital Investments2.Redesign delivery metrics to focus on business outcomes:Change spending categorization to reflect customer and business outcomes
19、rather than organizational units.Reporting should reflect alignment with digital strategy and track if that strategy results in better business outcomes.Industry Financial Services Revenue$10B-$50BEmployees 10,000-50,000The CFOs Guide to Human Leadership7Gartner for Finance Leaders Follow Us on Link
20、edIn Become a Client Enable business innovation and risk taking Challenge To drive growth from digital spending,organizations need to connect spending on digital initiatives to enterprise-level outcomes and partner more effectively with key stakeholders,such as CIOs.CFO priorities tend to focus on m
21、ore scrutiny,better data,more accountability,and while these things are intended to drive better financial discipline,they also can be alienating to the wider business because finance can be seen to stifle innovation and create burdens for other departments.CFOs believe responsible spending means na
22、rrow experimentation with technology and waiting to scale until the application is proven,but this mindset can hinder adoption of autonomous technologies.Diagnosing questions How do you identify places where finance might be overgoverning the business to the point of harm?How do you make sure your t
23、raditional finance processes for approving funding arent overly biased toward business as usual?Must-Do No.1Must-Do No.2Must-Do No.361%of CFOs see themselves as growth leaders for the enterprise,but only 37%of their colleagues see them that way.Source:GartnerThe CFOs Guide to Human Leadership8Gartne
24、r for Finance Leaders Follow Us on LinkedIn Become a Client What to do differently Build and model an empathetic partnership with the CIO,driven by mutual discovery of common ground,such as elevating the role of the CIO and improving visibility into digital spending.Within the function,embrace broad
25、 experimentation.Set a minimum failure rate for innovators,signaling that if the team isnt failing a minimum amount,its not innovating properly.Be authentic about what you are feeling to show employees they can also put themselves out there without feeling like they will be punished by the system fo
26、r doing so.Your next steps Explore with the finance team how technologies and algorithms make decisions and create guardrails around them.Invest time in learning about the technologies and demonstrating new behaviors that will influence the culture.Complete a fear-setting exercise to define fears th
27、at could hold a team or individual back from pursuing a bold innovation.Must-Do No.1Must-Do No.2Must-Do No.3The CFOs Guide to Human Leadership9Gartner for Finance Leaders Follow Us on LinkedIn Become a Client Must-Do No.1Must-Do No.2Must-Do No.3Overview The perception of competing interests between
28、finance and IT leads to friction in the prioritization and budgeting of technology investments.To solve this,the CFO and CIO of a large consumer products enterprise have built an empathetic partnership through shared priority mapping,learning-oriented interactions and visibly modeling their partners
29、hip to the rest of the organization.Solution highlights 1.Shared objective mapping:Executives align their functional priorities by periodically verifying that key technology and IT operations metrics are effectively driving the strategic and financial outcomes at the enterprise level.They do this to
30、 highlight the common ground between functions and ensure that digital investments support their five-year enterprise strategic plan.2.Learning-oriented CFO-CIO interactions:Each executive enters interactions with preprepared questions and primed by reminders to ask at least one question for every s
31、tatement they make and to seek full understanding of the others position on an issue before stating their own.This allows them to shift the balance of their conversations from assertion-focused to learning-focused.3.Executive modeled teamwork:The CFO and CIO have worked to create a shared vision,and
32、 they make their partnership visible by advocating for one anothers priorities,co-chairing the digital steering committee,releasing joint statements and typically sharing a unified position on project approvals and other key decisions.This partnership models knowledge sharing and collaboration that
33、drives stronger“network performance”on digital initiatives across the enterprise.Related complimentary research to get started:CFO Mindset Shifts to Achieve Autonomous Finance Peer best practiceIndustry Consumer ProductsRevenue$10B-$50BEmployees 10,000-50,000The CFOs Guide to Human Leadership10Gartn
34、er for Finance Leaders Follow Us on LinkedIn Become a Client Engage your team amid disruption Challenge Your team members are concerned about the impact of AI on their roles,and few leaders have the human leadership skills to guide their teams through this monumental transformation.The composition o
35、f your team is changing as finance requires new skills to meet digital transformation goals,but this shift in talent profile brings with it increased staff retention risks.Diagnosing questions How are you thinking about well-being on your team its role in enabling your critical outcomes and your per
36、sonal role in nurturing it?What jobs and roles on your team do you see being most disrupted by AI in the next two years?Just over 50%of finance team members worry that they wont have the skills to do the job in three years.Source:GartnerLess than 25%of finance leaders are meeting their employee expe
37、ctations for human leadership.Must-Do No.1Must-Do No.2Must-Do No.3The CFOs Guide to Human Leadership11Gartner for Finance Leaders Follow Us on LinkedIn Become a Client What to do differently Identify the digital knowledge,skills and abilities you need on your team,and then help your teams focus on s
38、aid skills they need to build and work in a more digital finance function.Develop a finance talent strategy thats aligned with your digital transformation vision.New technology capabilities will make new digital,analytic and data science skill sets a priority for CFOs across the function,while tradi
39、tional skill sets,such as accounting knowledge,will no longer be a hiring priority.Help digital talent fit into finance by nurturing a sense of belonging to bolster digital employees connection to the functions purpose,possibilities and people.Your next steps Develop and communicate an employee upsk
40、illing plan aligned to your digital transformation ambitions.Empower your team through flexible career pathing and greater opportunities for bottom-up input.Work with HR to create hiring profiles and priorities that focus on identifying talent with technological or AI-related backgrounds.Must-Do No.
41、1Must-Do No.2Must-Do No.3The CFOs Guide to Human Leadership12Gartner for Finance Leaders Follow Us on LinkedIn Become a Client Must-Do No.1Must-Do No.2Must-Do No.3Overview A global IT services provider uses a project-embedded,dynamic buddy system to ensure there is purpose and structure to the inter
42、actions between digital talent and finance process staff,thus ensuring digital finance talent and their finance peers build a stronger sense of kinship while also improving their ability to execute digital projects.Solution highlights 1.Digital initiative segmentation:Identify opportunities for proj
43、ect-embedded buddy pairings by breaking down digital initiatives into discrete digital projects,allocating staff and rotating them periodically across digital projects and initiatives.2.Buddy priming:Prepare staff for project-based buddy partnerships to ensure productive pairings in the actual buddy
44、 program by piloting the program with partnerships between junior and tenured peers,from both digital and core finance domains.3.Buddy matching criteria:Ensure buddy pairs complement and can learn from each other by matching buddies using criteria centered on experience and familiarity with the proj
45、ect topic.Peer best practiceIndustry IT ServicesRevenue$10B-$50BEmployees 100,000+Related complimentary research to get started:Help Digital Talent Fit Into Finance The CFOs Guide to Human Leadership13Gartner for Finance Leaders Follow Us on LinkedIn Become a Client The CFOs Guide to Human Leadershi
46、p14Gartner for Finance Leaders Follow Us on LinkedIn Become a Client Position your organization for success.Explore these additional complimentary resources and tools for Finance leaders:Actionable,objective insightAlready a client?Get access to even more resources in your client portal.Log IneBook4
47、 AI Implementation LessonsFrom Leading OrganizationsUnderstand how finance is implementing AI and achieve success in your own AI initiatives.Download NowTool Benchmark Finances Digital MaturityUse the Gartner Digital Finance Score to benchmark your functions maturity and prioritize areas of improvem
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