Plot Your Path to Financial Excellence
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Final Readout
My company's strategic planning sets ambitious yet realistic targets, occurs separately from budgeting and receives updates when required due to a changing environment
Strongly disagree
Disagree
Agree
Strongly agree
Finance proactively advises the business on value-creation opportunities based on its thorough business understanding and its insight into my company's performance
Strongly disagree
Disagree
Agree
Strongly agree
Our company has an M&A team that follows a proven model for deal planning and execution, maintains a prioritized list of opportunities and is well informed about high-priority targets (rationale, value, people)
Strongly disagree
Disagree
Agree
Strongly agree
Treasury optimizes our capital structure based on business and investor needs, hedges undesirable risk exposures and continuously monitors and forecasts liquidity
Strongly disagree
Disagree
Agree
Strongly agree
Finance proactively optimizes my company's tax payments by utilizing tax incentives, balancing across fiscal legislation and informing strategic decisions from a tax perspective
Strongly disagree
Disagree
Agree
Strongly agree
Our business units manage risk proactively in their strategic decisions, informed by Finance on the precise nature of risks and on the local risk appetite from a consolidated perspective
Strongly disagree
Disagree
Agree
Strongly agree
Shareholders and capital markets highly value our company's communications and interactions, as reflected in external rankings (Institutional Investor, Extel) or in one-on-one conversations for unlisted companies
Strongly disagree
Disagree
Agree
Strongly agree
Our company actively informs and influences authorities and broader society, and uses deep insights into their needs and agendas to shape strategic decision making
Strongly disagree
Disagree
Agree
Strongly agree
Key processes, especially in accounting and transaction processing, are highly standardized and automated
Strongly disagree
Disagree
Agree
Strongly agree
In roles of critical strategic importance, Finance deploys talent that is among the best in the market
Strongly disagree
Disagree
Agree
Strongly agree
A single database with key financial and nonfinancial performance metrics, defined in a harmonized way that is companywide, underlies our analysis, planning and reporting
Strongly disagree
Disagree
Agree
Strongly agree
What is the cost to perform the Finance function as a percentage of revenue?
≤0.8%
0.8%-1.9%
≥1.9%
Our industry is changing significantly at high speed
Disagree
Neutral
Agree
My company regularly faces substantial and uncertain investment decisions
Disagree
Neutral
Agree
Our industry is subject to high financial risk and market volatility (such as interest, FX, commodity prices, leverage, liquidity and coverage risks)
Disagree
Neutral
Agree
My company aims to optimize its tax structure
Disagree
Neutral
Agree
My company's plans require access to significant new capital
Disagree
Neutral
Agree
My company has a complex structure with multiple business units operating in multiple countries
Disagree
Neutral
Agree
Below standard
No organization should aim to be below standard
Good enough
Good Enough: aim to achieve lowest cost levels
Value adding
Value Adding: aim to achieve competitive cost levels
World class
World Class: one may require higher cost levels
Cost vs Benchmarks
Low
High
Output Quality
Low
High
This assessment suggests your Finance organization could benefit from
Specifically, your company would benefit from investing in improving the quality of:
Your company would also benefit if you reduced the scope and costs of:
Your Finance organization would also benefit from additional development in
Point of departure
Investment posture
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