It's easy to get caught up in the day-to-day grind of the job, it's harder to keep on eye on strategy and planning for the next few quarters out. Board members, particularly the Audit Committee, are acutely interested in enterprise risks and value achievement.
CFOs carry the burden of presenting complex matters to the board in a numerical way - no shortage of tables and charts - yet must also win with convincing presentation of the known unknowns.
How prepared are CFOs to manage through the risk environment? Beyond insurance, what is the next line of defense? Lot to discuss on these topics in the boardroom and C-Suite.
As CFOs begin to wear more hats and respond to more challenges, including funding digital transformation, managing cyber risk and addressing a new business landscape, they will be increasingly required to present new and pertinent information to the board. And even though these challenges will likely represent less familiar areas of focus for both CFOs and boards, boards’ high level of expectation for C-suite leaders in the information they choose to present is unlikely to change. CFOs must be prepared to discuss topics like how the COVID-19 pandemic has permanently shifted cost structures, how macroeconomic forces will shape the speed and nature of economic recovery and how to fund and evaluate the return on investment of a growing volume of high-priority digital projects.
