CFOs as CPOs (Corporate Priorities Officers)
Agile, one-page strategy required
By Henk Doeleman and Celeste Wilderom
The time that only software developers work agile is gone. Given increasing pressures of accountability, transparency and performance, also CFOs need to become more agile. Traditionally, CFOs must keep people stick to budgets, measurable results and new, challenging tasks: in short, they must discipline them while implementing strategy. Through increasingly decentralized modes of coordination, CFOs find it harder to be in control, let alone to direct strategy implementation for enhanced work-floor performance. The trend to push down levers of control to the work floors has not always made employees engaged in performing on target. How can CFOs do this better in an agile way? What facilitates the role of a CFO as CPO (Corporate Priorities Officer)?
Read more in Harvard Business Review in a few months forthcoming
For a first quick scan, use the hyperlink: Quick scan What Agile CFOs Invoke