The CFO and the Chief Executive Offier

Partnering for Performance Part 5

The CFO’s role The CFO’s role has undergone a transformation. We believe that the six segments on the right represent the breadth of the CFO’s remit today. The leading CFOs we work with typically have some involvement in each of these segments — either directly or through their team. While the weighting of that involvement will depend on the maturity and ambition of the individual, on the sector and scale of the finance function, and on economic conditions, each segment is critical to effective leadership.

The Partnering for performance series explores ways in which CFOs can grow, protect and transform their organization by partnering with the leaders of different functions.

In this — the fifth part of the series — we explore the relationship between the CFO and the chief executive officer (CEO). In particular, we focus on the contribution that CFOs are making to four vital strategic priorities:

  1. Driving and enabling the shift to digital
  2. Measuring performance against strategy
  3. Redesigning the operating model
  4. Developing M&A strategy

Our findings are based on a global survey of 652 CFOs, conducted by Longitude Research on behalf of EY, and a series of in-depth interviews with CFOs, CEOs and EY professionals. For more insights for CFOs and future finance leaders, visit

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