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.
The rise of the Product Officer role across industries has sparked new innovations within companies, and asset managers are no exception. While previously a role that focused more on execution, Product Leaders in asset management firms have the opportunity to be more strategic and expand the scope of their traditional focus
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.
As the battle against the global pandemic wages on, CEOs are confronted with a new set of challenges that require not only their intellect and steadfast determination, but also their humanity, vulnerability and humility.
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