1. CFOs – Driving the
Digital Transformation
Club de la Transformation Digitale 28/12/16
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2. CFO – Driving the Digital Transformation
Agenda
— New roles and new objectives for the CFO
— The 3 steps of the CFO Digital journey
— What are the main reasons for CFO’s to embrace Digital
transformation?
— Key end to end business processes to benefit from Digital
transformation
— CFOs driving Digital performance management
— Big data & analytics technology
— CFOs roadmap on their Digital journey
— Highlights
— Sources
28/12/16Club de la Transformation Digitale
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3. CFO – Driving the Digital Transformation
The role of the CFO continues to evolve
— The evolution of digital assets, software and services is an opportunity for
CFOs to accept and exploit the digital revolution, given their unique position
at the intersection of finance, technology and strategy.
06/01/17Club de la Transformation Digitale
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4. CFO – Driving the Digital Transformation
New role and new objectives for the CFO
— CFOs to evolve to Chief Value Architects ->
— Delivering growth and managing complexity
— Accurate & predictive vision on company’s
performance & ROI analysis.
— Data production and communication process
— Data security and risks, compliance management
28/12/16Club de la Transformation Digitale
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5. CFO – Driving the Digital Transformation
New role and new objectives for the CFOs
— 5 major imperatives:
— Aligning the strategy across the entreprise (to
transform the strategy into execution)
— Transforming the operating models
— Managing business performance and find the right
measures to do so (KPIs)
— Build digital technology strategy and digitizing the
finance function
— Developing advanced finance capabilities
28/12/16Club de la Transformation Digitale
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6. CFO – Driving the Digital Transformation
The three steps of the CFO Digital journey
28/12/16Club de la Transformation Digitale
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7. CFO – Driving the Digital Transformation
What are the main reasons for CFOs to embrace
digital transformation?
— Communication & collaboration:
— One key success factor is the way this information is
provided to business in order to speed up and ease
decision-making process
— New digital performance management tools easy to
use, flexible and efficient provide capacity of
performing data analyzis for decisions making and
monitor decisions through key performance
indicators on a real time basis.
— Collaborative tools giving real time access from
anywhere and customized by users.
— Managing tremendous and increasing volumes of
structured and unstructed data to better predict
future business trends
28/12/16Club de la Transformation Digitale
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8. CFO – Driving the Digital Transformation of Finance
Key End to end Business processes to benefit from
digital technologies
28/12/16Club de la Transformation Digitale
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9. CFO – Driving the Digital Transformation of Finance
Key End to end Business processes to benefit from
digital technologies
28/12/16Club de la Transformation Digitale
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10. CFO – Driving the Digital Transformation of Finance
CFOs driving digital performance management
28/12/16Club de la Transformation Digitale
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11. CFO – Driving the Digital Transformation of Finance
CFO Digital Master leverages on Big Data and
Analytics capabilities to support predictive analysis
28/12/16Club de la Transformation Digitale
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12. CFO – Driving the Digital Transformation of Finance
Big Data & Analytics technologies allow the evolution
from simple reporting based on historical data to
forecasting & predictive modeling capabilities
28/12/16Club de la Transformation Digitale
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13. CFO – Driving the Digital Transformation of Finance
CFO’s roadmap on their Digital journey
28/12/16Club de la Transformation Digitale
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14. CFO – Driving the Digital Transformation of Finance
CFO’s roadmap on their Digital journey
28/12/16Club de la Transformation Digitale
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15. CFO – Driving the Digital Transformation of Finance
Highlights
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16. CFO – Driving the Digital Transformation of Finance
Conclusion
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— Quelques axes de réflexions ou de discussion:
— Croire que l’on peut transformer le « front office » sans transformer
en amont le « back office » -> les interactions et les transactions
augmentent ainsi que les risques de dysfonctionnement. (processus,
technologies, compétences)
— Croire que l’on peut faire l’économie d’un nouveau modèle financier -
> la transformation implique un investissement et donc
potentiellement une croissance limitée ou une baisse du résultat
pendant une période plus ou moins courte et demande une stratégie
financière adhoc.
— Croire que l’on peut déléguer la transformation -> il n’y a pas de
stratégie digitale mais une stratégie pour un monde digital et donc la
DG doit penser digital au plus haut niveau
— Croire qu’il suffit de copier les modèles qui fonctionnent pour réussir
-> il faut s’inspirer et copier la méthode et pas le résultat pour
prendre en compte chaque contexte

17. CFO – Driving the Digital Transformation of Finance
Sources
06/01/17Club de la Transformation Digitale
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— Accenture
— Cap Gemini consulting
— EY
— PwC