Retail companies have been permanently changed by the Covid-19 pandemic. Consumer behaviors have shifted, employees have embraced different ways of working and investors continue to seek guidance, even though each quarter has become harder to predict. We gathered a group of CFOs from major retail companies to share how they’re tackling these new challenges and how they see the CFO role evolving.
The chief financial officer position was already being recalibrated before COVID-19 struck, however, the global pandemic demonstrated in real time how the CFO’s role goes far beyond the balance sheet. We spoke with industrial CFOs to find out how their roles are evolving, what they learned from the pandemic, and what the new definition of the CFO role could look like.
Over the past year, colleagues and I have had dozens of discussions with CFOs to understand how they have been navigating the pandemic and are adapting as leaders to this challenging and often unpredictable environment. What became apparent during these conversations is that the pandemic created or accelerated some key trends that will become an essential part of any CFO’s repertoire in the long term.
Before the pandemic, Egon Zehnder had planned a dinner for private equity CFOs on the topic “How to make a good exit.” Instead, the CFO team, led by Barbara Kroll, hosted a series of virtual interviews with four prominent executives.
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