IBM CFO’s powerful lessons for getting FP&A into Owner Mode
Sep 24, 2024
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Ravikumar Ramanan, former CFO of IBM India and author of 'The CFO Lens', shares transformative insights for finance professionals seeking to excel. He emphasizes the shift from traditional roles to a more hands-on, owner mindset that drives strategy execution. Ravikumar discusses the importance of storytelling in finance, balancing good and bad costs, and prioritizing sustainable growth over short-term gains. He offers valuable advice for success at any career stage and shares his favorite Excel functions to enhance financial analysis.
CFOs are expected to transition from a traditional oversight role to actively owning business outcomes by engaging in execution.
Proactive involvement in strategy execution and monitoring ensures alignment and enhances the effectiveness of financial decisions.
Utilizing storytelling in finance communications allows CFOs to connect data with narratives, fostering better stakeholder engagement and understanding.
Deep dives
Transforming the Role of CFO in Business Growth
CFOs are increasingly seen as accelerators of business growth rather than mere overseers of expenses. This shift involves a significant change in mindset, as finance professionals must embrace ownership of business outcomes rather than acting solely as support functions. To drive growth effectively, CFOs are encouraged to move beyond traditional roles by actively engaging in strategic initiatives and taking on responsibilities that contribute directly to organizational success. Examples of this include CFOs proactively participating in the execution of strategic plans and collaborating closely with business unit leaders to ensure shared accountability for performance and outcomes.
The Importance of Market Engagement
Finance leaders greatly enhance their decision-making capabilities by spending more time in the market and interacting with customers directly. This approach allows CFOs to move beyond theoretical solutions and understand the practical implications of their financial decisions. Gathering insights from stakeholders, including customers and employees, enables finance professionals to develop empathy and a grounding in real-world challenges that impact financial performance. Engaging with customers and market dynamics equips finance teams to offer solutions that are not only financially sound but also relevant to the operational context of the business.
Revamping Strategies for Effective Execution
Successful execution of strategies requires a proactive involvement from finance professionals throughout the process. CFOs should not only be involved in strategic planning but must also monitor the assumptions behind financial decisions to ensure organizational alignment. Establishing operational metrics to track performance and effectively communicating these findings are key responsibilities for finance teams. By fostering cross-functional collaboration and acting as facilitators within the organization, CFOs can help identify and address any roadblocks that arise during the implementation of strategic initiatives.
Harnessing the Power of Storytelling in Finance
CFOs can leverage storytelling as a powerful tool to enhance their communications and influence decision-making within the organization. Data presented through stories resonates more effectively with stakeholders, allowing finance professionals to capture attention and provoke emotional responses to their analyses. This shift from merely presenting numbers to sharing narratives built around data helps create a context that informs decision-making. Embracing this narrative approach not only strengthens the impact of financial insights but also fosters understanding and engagement among business leaders.
The Quality of Revenue and Sustainable Growth
Evaluating the quality of revenue can provide critical insights into the sustainability of business growth. CFOs should focus not only on revenue growth but also on understanding its sources and ensuring that it aligns with the long-term objectives of the organization. Key metrics, such as customer retention rates and the balance between short-term and long-term revenue, should be monitored to gauge the health of the business. By prioritizing revenue sources that contribute to sustainable growth, finance leaders can protect the organization from the pitfalls of relying on unsustainable income streams.
Forget “Founder Mode”. For those in FP&A your CFO expects Owner Mode. “In rugby, if you observe, a player often clings on to the ball, not letting it go out of his hands until the goal is scored. That’s how we need to handle things. Own it — cling onto it — achieve the goal,” says former IBM India CFO Ravikumar Ramanan, author of the brilliant book: The CFO Lens, how to Thrive in the Fast Changing World of Finance
He tells Glenn Hopper: “The expectation of a finance partner is not to stop at the sign off and say, okay, I have now committed $10m in company money. You then need to get involved in the execution of the strategy. I changed my role from just being the person who signed off and asked for periodic reports to actually going out into the field and starting to talk and feel like an owner.”
In this masterclass episode Ravikumar reveals
The Bigger business context we are living through that finance cannot ignore
The failures when strategy projects are not being tracked by finance
How to feel really that the results are yours
Storytelling and influencing secrets from the finance seat
Good and bad costs
Balancing short term and long term in your finance role
My biggest advice for people to succeed in a finance role at any stage of their career
My favorite Excel Function (even corporate legends get asked)