<br />
The DNA of the CFO<br />
A study of what makes<br />
a chief financial officer<br />
2010<br />
Our thanks to nearly 700 CFOs who participated in the study and,<br />
in particular, to those who shared their insights and personal<br />
experience of the role in a series of interviews:<br />
<br />
Giacomo Baizini<br />
CFO, Evraz<br />
Srikanth Balachander<br />
CFO, Bharti Airtel<br />
Evelyn Bourke<br />
CFO, Friends Provident<br />
Stephen Carver<br />
Media and crisis management expert,<br />
Cranfield School of Management<br />
Ian Dyson<br />
(formerly) CFO, Marks & Spencer<br />
Luigi Ferraris<br />
CFO, Enel<br />
Andy Halford<br />
CFO, Vodafone<br />
Simon Henry<br />
CFO, Royal Dutch Shell<br />
René Hooft Graafland<br />
CFO, Heineken<br />
Juha Laaksonen<br /&<a title="DNA_of_the_CFO.pdf page 1" href="http://viewer.zmags.com/publication/07e09b68?page=1">The DNA of the CFOA study of what makesa chief </a> The DNA of the CFOA study of what makesa chief <a title="DNA_of_the_CFO.pdf page 2" href="http://viewer.zmags.com/publication/07e09b68?page=2">Our thanks to nearly 700 CFOs who participated in</a> Our thanks to nearly 700 CFOs who participated in<a title="DNA_of_the_CFO.pdf page 3" href="http://viewer.zmags.com/publication/07e09b68?page=3">In this reportExecutive summary </a> In this reportExecutive summary <a title="DNA_of_the_CFO.pdf page 4" href="http://viewer.zmags.com/publication/07e09b68?page=4">Executive summaryNow is the timeto prepare for</a> Executive summaryNow is the timeto prepare for<a title="DNA_of_the_CFO.pdf page 5" href="http://viewer.zmags.com/publication/07e09b68?page=5">A continued focus on the fundamentalsThe CFO rol</a> A continued focus on the fundamentalsThe CFO rol<a title="DNA_of_the_CFO.pdf page 6" href="http://viewer.zmags.com/publication/07e09b68?page=6">Contributing to strategyMuch has been repor</a> Contributing to strategyMuch has been repor<a title="DNA_of_the_CFO.pdf page 7" href="http://viewer.zmags.com/publication/07e09b68?page=7">“They may not be setting the strategy but they </a> “They may not be setting the strategy but they <a title="DNA_of_the_CFO.pdf page 8" href="http://viewer.zmags.com/publication/07e09b68?page=8">A broader business roleThe CFO’s more promi</a> A broader business roleThe CFO’s more promi<a title="DNA_of_the_CFO.pdf page 9" href="http://viewer.zmags.com/publication/07e09b68?page=9">“I would say that 75% of my time is spent in me</a> “I would say that 75% of my time is spent in me<a title="DNA_of_the_CFO.pdf page 10" href="http://viewer.zmags.com/publication/07e09b68?page=10">A broader business role (continued)A change i</a> A broader business role (continued)A change i<a title="DNA_of_the_CFO.pdf page 11" href="http://viewer.zmags.com/publication/07e09b68?page=11">CFOs get operationalIn many respects, the CFO is</a> CFOs get operationalIn many respects, the CFO is<a title="DNA_of_the_CFO.pdf page 12" href="http://viewer.zmags.com/publication/07e09b68?page=12">Core competencies remain keyWhile the overa</a> Core competencies remain keyWhile the overa<a title="DNA_of_the_CFO.pdf page 13" href="http://viewer.zmags.com/publication/07e09b68?page=13">“... being profitable and successful doesn’t me</a> “... being profitable and successful doesn’t me<a title="DNA_of_the_CFO.pdf page 14" href="http://viewer.zmags.com/publication/07e09b68?page=14">Future focus on stakeholdercommunicationTh</a> Future focus on stakeholdercommunicationTh<a title="DNA_of_the_CFO.pdf page 15" href="http://viewer.zmags.com/publication/07e09b68?page=15">“This is an opportunity for the CFO who is larg</a> “This is an opportunity for the CFO who is larg<a title="DNA_of_the_CFO.pdf page 16" href="http://viewer.zmags.com/publication/07e09b68?page=16">The CFO’scontributionThe CFO’s contribution i</a> The CFO’scontributionThe CFO’s contribution i<a title="DNA_of_the_CFO.pdf page 17" href="http://viewer.zmags.com/publication/07e09b68?page=17">lanTretxer TehNEMPum</a> lanTretxer TehNEMPum<a title="DNA_of_the_CFO.pdf page 18" href="http://viewer.zmags.com/publication/07e09b68?page=18">The CFO’s contribution (continued)We believe t</a> The CFO’s contribution (continued)We believe t<a title="DNA_of_the_CFO.pdf page 19" href="http://viewer.zmags.com/publication/07e09b68?page=19">Funding, enabling and executingstrategy set by C</a> Funding, enabling and executingstrategy set by C<a title="DNA_of_the_CFO.pdf page 20" href="http://viewer.zmags.com/publication/07e09b68?page=20">Continued from page 13Future focus on stakeh</a> Continued from page 13Future focus on stakeh<a title="DNA_of_the_CFO.pdf page 21" href="http://viewer.zmags.com/publication/07e09b68?page=21">Relationship with investors — striking the right</a> Relationship with investors — striking the right<a title="DNA_of_the_CFO.pdf page 22" href="http://viewer.zmags.com/publication/07e09b68?page=22">CFO — staging post or careerdestination?Th</a> CFO — staging post or careerdestination?Th<a title="DNA_of_the_CFO.pdf page 23" href="http://viewer.zmags.com/publication/07e09b68?page=23">“It’s a big step to move from a divisional CFO </a> “It’s a big step to move from a divisional CFO <a title="DNA_of_the_CFO.pdf page 24" href="http://viewer.zmags.com/publication/07e09b68?page=24">A toolkit for the aspiring CFOSenior financ</a> A toolkit for the aspiring CFOSenior financ<a title="DNA_of_the_CFO.pdf page 25" href="http://viewer.zmags.com/publication/07e09b68?page=25">“Stepping outside the finance function will hel</a> “Stepping outside the finance function will hel<a title="DNA_of_the_CFO.pdf page 26" href="http://viewer.zmags.com/publication/07e09b68?page=26">A toolkit for the aspiring CFO (continued)</a> A toolkit for the aspiring CFO (continued)<a title="DNA_of_the_CFO.pdf page 27" href="http://viewer.zmags.com/publication/07e09b68?page=27">“The perfect finance person has mastered the tech</a> “The perfect finance person has mastered the tech<a title="DNA_of_the_CFO.pdf page 28" href="http://viewer.zmags.com/publication/07e09b68?page=28">DemographicsThe following charts show the a</a> DemographicsThe following charts show the a<a title="DNA_of_the_CFO.pdf page 29" href="http://viewer.zmags.com/publication/07e09b68?page=29">• The average CFO is male, aged 42 years and eigh</a> • The average CFO is male, aged 42 years and eigh<a title="DNA_of_the_CFO.pdf page 30" href="http://viewer.zmags.com/publication/07e09b68?page=30">What makes a CFOThe CFO’s unique optic acro</a> What makes a CFOThe CFO’s unique optic acro<a title="DNA_of_the_CFO.pdf page 31" href="http://viewer.zmags.com/publication/07e09b68?page=31">The DNA of the CFO is the first of a series of Er</a> The DNA of the CFO is the first of a series of Er<a title="DNA_of_the_CFO.pdf page 32" href="http://viewer.zmags.com/publication/07e09b68?page=32">Ernst & YoungAssurance | Tax | Transactions | Ad</a> Ernst & YoungAssurance | Tax | Transactions | Ad