The post-pandemic landscape has made CFOs evaluate business models and place more value on transformative initiatives that help them prepare for future challenges. Their roles have changed along with their areas of focus.
Learn how CFOs’ imperatives have changed since 2020, according to a new report from Everest Group and WNS, Global CFO Survey 2022: Separating Chatter from Reality.
The deal was expected to bolster Wipro’s presence in the banking, financial services & insurance (BFSI) space, its largest vertical contributing about 30% to the total revenues.
Digital transformation is sweeping through businesses, giving rise to new to new business models, new and different constraints, and presenting a need for more focused organizational attention and resources in a new way. It is also upending the C-suite, bringing in new corporate titles and functions such as the Chief Security Officer emerge, Chief Digital Officer and Chief Data Officer. These new roles seemingly pose an existential threat to existing roles – for example, the CIO.
Results of a survey with large enterprise QA leaders on the vision of QA in commercial model, people, process, and technology for the future
The potential for breakthrough performance from digital transformation is enormous, but it requires a different approach to the initiative. The first step is to build a vision or strategic intent for the breakthrough performance and then build broad organizational support for the journey. The executives with responsibility for keeping the business running can’t allow the business to fail and can’t be deterred from running the business. This responsibility shapes their focus, sets their priorities – and doesn’t allow freedom for a grand experiment in transforming the business. It’s also highly unlikely that a company can dedicate its best resources for a multi-year project. So, who should lead the change initiative? There are two separate, distinctly different paths on the transformation journey. Each path needs a separate team driving the change on that aspect of the journey. I refer to them as the “journey team” and the “operational and capabilities teams.” Read more at Peter’s Forbes blog.
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