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1、The CFO Success ParadigmHow to lead in the era of continuous transformation and enterprise reinventionAbout the authorsJason is a Senior Managing Director at Accenture and the companys Global CFO&Enterprise Value Lead.Based in Toronto,he helps CFOs re-define their vision for the future,create insigh

2、t by leveraging emerging digital platforms,and drive efficiency across finance processes.Jason brings more than 25 years of experience in finance transformation,operations,process re-engineering and performance management.He continues to help senior finance executives of multi-national,global organi

3、zations meet the challenges facing their finance functions and navigate transformation in an increasingly uncertain world.Jason DessSenior Managing Director Strategy&Consulting CFO&Enterprise Value LeadCherene PowellManaging Director Strategy&Consulting Talent&Organization/Human PotentialAneel Delaw

4、allaSenior Managing Director Strategy CFO&Enterprise ValueMichela CoppolaSenior Manager Research Aneel is a Senior Managing Director with Accenture Strategy and leads the CFO Agenda globally across the companys CFO&Enterprise Value practice.Based in Atlanta,Aneel works with management teams and the

5、boards of directors of publicly traded and privately held companies to create enterprise value at the intersection of growth strategies,operating model transformation and the employee experience.Aneel also co-chairs the Accenture CFO Forward Summit in partnership with Harvard University.Cherene is a

6、 Managing Director with Accenture Strategy&Consulting.She has held various global and North America leadership roles spanning business operations,thought leadership,and inclusion and diversity.Based in Minneapolis,Cherene partners with C-level leaders to identify how companies can change their growt

7、h,capability and cost trajectory.This includes re-evaluating their operating model,cost optimization strategies,and culture and workforce initiatives in response to increased digitization,a reassessment of globalization,and the need for greater innovation in service delivery.Michela is a Senior Mana

8、ger with Accenture Research.She has more than 15 years of research experience focused on understanding how companies and individuals adapt to long-term trends.Her research work spans different areas,covering the needs and challenges of finance executives.She has a Ph.D.in economics and,as a post-doc

9、toral researcher,was head of the research unit at the University of Mannheim and at the Max-Planck Institute for Social Law and Social Policy.Acknowledgment:The authors would like to thank Accenture employee Becky Hamment for her contribution to this document.2Making critical decisions is only half

10、the battleIn Paradox of Choice,we laid out how CFOs can cut through the decision-making gridlock.Now,were focused on helping them execute the decisions they make to realize organizational and professional success and achieve a new performance frontier in an era of continuous transformation and Total

11、 Enterprise Reinvention.The secret?Bringing together three elements to unlock every decisions potential impact.This is the CFOs success paradigm.1 in 10CFOs achieve their organizational and professional objectives.13The success equationOur research,supported by our client work,confirms that the uniq

12、ue and dynamic combination and alignment of three variables dictate how effectively CFOs execute decisions.Overcome obstacles.And achieve organizational and personal success.How CFOs activate and prioritize the individual variables in building their success paradigm equation is a personal choice.3.5

13、X more likelyThe multiplier effect on achieving organizational and professional goals when CFO and enterprise decision-making are strongly aligned.2Success Paradigm CFO Leadership Style+Strategic Imperative +Company Culture=4We have found that the combination and alignment of three variablesCFO lead

14、ership style,strategic imperative and company culturedetermine how successfully CFOs can execute their decisions.When properly calibrated,these variables work together like tumblers in a locking mechanism to help CFOs take the right actions,at the right time,to achieve organizational and professiona

15、l success.CFO success calls for the calibration of these three variables.Syncing for successDisruptive ChangeAcceleration and GrowthContinuous ImprovementBurning PlatformUnlocking Success“Big Bet”Growth-DrivenTop-Down-FocusedMindsetConsensusChange AgentsCollaboration CreatorsProblem SolversFinancial

16、 Engineers5Leadership style2XCollaboration Creators are twice as likely to achieve their organizational objectives than peers.3Of the three variables that dictate CFOs success,leadership style wields the greatest influence.It is a stronger predictor of organizational success than a companys strategi

17、c imperative and culture.Our research reveals four leadership styles that determine how CFOs execute change.Take action.And gain buy-in.Financial Engineers are analytical Problem Solvers are tactical Collaboration Creators are inspiring Change Agents are strategic It is critical for CFOs to understa

18、nd the strengths of their style,as well as the blind spots that can potentially hold them back.With such insights,they can more easily adapt their approach to the organizations strategic imperative and culture or seek help to do so.6What type of leader are you?Strengths:Driven Resilient AnalyticalPo

19、tential blind spots:Narrow focus Collaboration FollowershipStrengths:Collaborative Inspirational CharismaticPotential blind spots:Urgency Persistence FocusStrengths:Tactical Hyper-focused StructuredPotential blind spots:Team empowerment Big picture InspirationStrengths:Visionary Strategic Entreprene

20、urialPotential blind spots:Consumed by change Connection with others Action-orientationThey thrive at:Using their analytical expertise to solve finance problems.They thrive at:Inspiring,motivating and rallying people to solve complex enterprise issues.They thrive at:Using focus and attention to deta

21、ils to execute tactical solutions.They thrive at:Bringing a“big picture”strategic lens to enterprise-wide issues.Source:CFO Success Paradigm Survey,Accenture,September 2022 of CFOs are Financial Engineers are Collaboration Creatorsare Problem Solversare Change Agents32%13%32%23%7Which combination wo

22、rks best?Financial Engineers:Its all about the numbersThey are experts at understanding the economic implications of key decisionsboth within the function and across the organization.But their focus on financial elements often prevents them from taking a broader,strategic perspective.Financial Engin

23、eers are most effective in dealing with continuous improvement and burning platform strategic imperatives and in top-down and big bet cultures.To be successful across the remaining spectrum of cultures and strategic imperatives,they need to:Understand that success requires more than a focus on finan

24、cial elements.Apply a broader-than-finance lens to see new opportunities.Balance their analytical approaches with softer leadership skills such as empathy and communication.Disruptive ChangeAcceleration and GrowthContinuous ImprovementBurning PlatformUnlocking Success“Big Bet”Growth-DrivenTop-Down-F

25、ocusedMindsetConsensusChange AgentsCollaboration CreatorsProblem SolversFinancial Engineers41%of Financial Engineers are best known for solving complex financial problems.4 8Which combination works best?Problem Solvers:Tenacity is their super powerProblem Solvers are highly tactical and laser focuse

26、d on resolving issues quickly.Their speed and tenacity are admirable.Yet,their determination to solve problems may prevent them from seeing the“bigger picture”for driving long-term success.Problem Solvers are in their element when managing burning platform and disruptive change strategic imperatives

27、 and operating in big bet and top-down cultures.To be successful across the remaining spectrum of cultures and strategic imperatives,they need to:Solicit a broader perspective from other stakeholders to see all the possible consequences of decisions and actions.Bring their team along on the journey.

28、Bring together people,technology and processes to solve any problem in a structured way.37%of Problem Solvers are best known for getting difficult things done quickly.5 Disruptive ChangeAcceleration and GrowthContinuous ImprovementBurning PlatformUnlocking Success“Big Bet”Growth-DrivenTop-Down-Focus

29、edMindsetConsensusChange AgentsCollaboration CreatorsProblem SolversFinancial Engineers9Collaboration Creators:The few,but mightyCollaboration Creators are all about teaming.Celebrating diverse viewpoints.Building partnerships.And motivating their teams to go the distance.Building consensus,however,

30、may detract from the urgency a decision requires.A focus on gaining buy-in may take precedence over a focus on taking action.Collaboration Creators are skilled in navigating continuous improvement,acceleration and growth,and disruptive change strategic imperatives.They also thrive in big bet,consens

31、us-driven and growth mindset cultures.To improve their effectiveness and success,Collaboration Creators need to:Place greater trust in their own judgments,while also soliciting and managing competing views and opinions.Prioritize actions;apply a laser focus to a few goals that make the biggest diffe

32、rence to driving organizational success.Manage conflicting priorities by making trade-offs that create a net benefit for the organization.32%of Collaboration Creators are known for bringing the organization back on course in troubling times.6Which combination works best?Disruptive ChangeAcceleration

33、 and GrowthContinuous ImprovementBurning PlatformUnlocking Success“Big Bet”Growth-DrivenTop-Down-FocusedMindsetConsensusChange AgentsCollaboration CreatorsProblem SolversFinancial Engineers10Change Agents:Shaping the futureChange Agents drive transformation by identifying and executing big ideas.The

34、y tackle uncertainty with gusto.But they can falter when it comes to gaining buy-in to their vision.And their focus on carving a path to the future can leave casualties on the road.Change Agents are effective at working through disruptive change and burning platform strategic imperatives and in a to

35、p-down culture.To be successful across the remaining spectrum of cultures and strategic imperatives,they need to:Bring greater focus and drive actions for success.Identify the stakeholders from across the organization that can drive the change agenda.Avoid burning out their people.Build consensus to

36、 execute required actions.Which combination works best?41%of Change Agents see their mandate as transforming the organization.7Disruptive ChangeAcceleration and GrowthContinuous ImprovementBurning PlatformUnlocking Success“Big Bet”Growth-DrivenTop-Down-FocusedMindsetConsensusChange AgentsCollaborati

37、on CreatorsProblem SolversFinancial Engineers11“The CFOs job,already one of the most complex in corporate America,has expanded to become whats arguably the toughest C-suite role.”8Another variable that shapes CFOs success is the strategic imperatives of the businessor the issues the company faces.To

38、days CFO is dealing with more issues than ever before.The types of imperatives influence how CFOs approach a problem and measure success.Our research reveals four strategic imperatives:Continuous Improvement “staying the course”Acceleration and Growth “scaling the business”Disruptive Change “emergin

39、g from chaos stronger”Burning Platform “overcoming acute challenges”A CFO may have to manage through multiple strategic imperatives at the same time.Each requiring a different approach to problem-solving.It is,therefore,critical for CFOs to understand the type of problems their organizations face an

40、d the leadership style best suited to overcome them.Strategic imperative12What is the strategic imperative you are dealing with?of CFOs are dealing with at least one Continuous Improvement imperativeof CFOs are dealing with a Disruptive Change imperativeof CFOs are dealing with an Acceleration and G

41、rowth imperative of CFOs are dealing with a Burning Platform imperative 52%17%28%3%Do:Focus on problems that impact the organizations strategic goalsand invest resources accordingly.Dont:Over-reach and try to accomplish more than the strategic imperative warrants.Imperative-based action(examples):El

42、iminate a half-day from the closing process to improve decision-making and boost efficiency.Align organization incentives and bonuses to continuous improvement goals.Do:Understand growth drivers and be laser focused on taking actions that grow the business.Dont:Tackle problems and pursue change with

43、out a clear plan.Imperative-based action(examples):Embed automation,artificial intelligence(AI)and machine learning into the finance planning process to identify actionable insights faster.Develop a capital allocation model to assign capital based on strategic priority and economic merit.Do:Encourag

44、e and reward appropriate risk-taking to drive fresh thinking and solutions.Dont:Be complacent and fail to challenge current approaches.Imperative-based action(examples):Deploy a cross-functional team to dismantle silos,improve collaboration and cut decision-making time from weeks to days.Create a ni

45、mble driver-based model that allows for scenario analysis and real-time planning.Do:Be laser focused and prepared to navigate and execute difficult changes quickly.Dont:Operate without a sense of urgencyor collaboration.Imperative-based action(examples):Transition select work streams to a managed se

46、rvice provider to reduce finance operating costs by up to 50 percent.Establish a closed-loop approach to identify opportunities to eliminate low-value activities and reduce costs.Source:CFO Success Paradigm Survey,Accenture,September 2022 Only13Continuous Improvement:Steady as she goesMost CFOs toda

47、y(52%)operate in an organization that is pursuing Continuous Improvement.9 While they focus on issues that further the organizations strategic goals and their actions help the organization move forward,these CFOs may have it the toughest of any group.Given growing levels of market disruption and ris

48、k,these CFOs have to move the organization forward within the current Continuous Improvement imperative and evolve the imperative over time to meet the moment and drive greater enterprise reinvention.CFOs looking to address a Continuous Improvement imperative should:Build momentum:Apply a results-dr

49、iven mindset to achieve actionable goals that move the organization forward.Act as purposeful orchestrators:Align(and invest in)people and capabilities to achieve tasks that help keep the organization ahead of the curve.Manage the tension:Actively manage the delicate balance between the need for con

50、tinuous improvement for today with the need to reinvent for the future.Disruptive ChangeAcceleration and GrowthContinuous ImprovementBurning PlatformUnlocking Success“Big Bet”Growth-DrivenTop-Down-FocusedMindsetConsensusChange AgentsCollaboration CreatorsProblem SolversFinancial Engineers14Accelerat

51、ion and Growth:Fast forwardMore than a quarter of CFOs(28%)are tasked with addressing an Acceleration and Growth imperative.10 This imperative requires flexibility and a willingness to pursue new,bold and innovative ideas to grow the business.CFOs looking to effectively address an organizations Acce

52、leration and Growth imperative should:Continuously evaluate the companys growth drivers and act quickly to align C-suite peers on actions to drive fast growth.Fine-tune their thinking and action plans to maintain momentum in light of shifting stakeholder dynamics and emerging market opportunities.Be

53、 comfortable solving problems and diving into complex issues that,if left unaddressed,could impede growth.Disruptive ChangeAcceleration and GrowthContinuous ImprovementBurning PlatformUnlocking Success“Big Bet”Growth-DrivenTop-Down-FocusedMindsetConsensusChange AgentsCollaboration CreatorsProblem So

54、lversFinancial Engineers15Disruptive Change:High risk;high rewardWhile only seventeen percent of CFOs operate in an environment focused on dealing with Disruptive Change imperatives,11 that proportion is likely to rise.Accentures Global Disruption Indexa measure of economic,social,geopolitical,clima

55、te,consumer and technology upheavalfound that disruption has increased two hundred percent over the past five years.We expect few companies and industries will be spared.CFOs play a critical role in helping their organizations navigate through big change.To succeed in this environment,they should:Em

56、brace change:Instead of resisting change,view it as an opportunity to innovate and grow.Be proactive in identifying areas where change is necessaryand take steps to drive that change forward.Stay ahead of the curve:Keep a close eye on market trends and emerging technologies.Be willing to take calcul

57、ated risks to successfully navigate disruption and seize new opportunities.Foster a culture of agility:Encourage teams to be flexible and adaptable.Give them the resources they need to respond quickly to changing circumstances.Disruptive ChangeAcceleration and GrowthContinuous ImprovementBurning Pla

58、tformUnlocking Success“Big Bet”Growth-DrivenTop-Down-FocusedMindsetConsensusChange AgentsCollaboration CreatorsProblem SolversFinancial Engineers16Burning Platform:All or nothingOnly three percent of CFOs are dealing with a Burning Platform imperative.12 They find themselves facing a significant cha

59、llenge that requires urgent attention from them and their teams.Their focus is on immediate and near-term issues,and decisions have to be made quickly and decisively.CFOs looking to address a Burning Platform imperative should:Prioritize ruthlessly:Identify the most critical issue and focus on those

60、 actions that are likely to have the biggest impact on the organizations immediate future.Be willing to make tough decisions.Communicate clearly:Make sure all stakeholders understand the urgency of the situation,the need for collaborative action,and the potential outcomes.Keep everyone informed and

61、be transparent about the need to execute complex changes quickly.Maintain a laser focus:When dealing with a Burning Platform situation,its easy to get distracted.But its essential for CFOs to stay focused on the end goal and maintain resilience in the face of adversity.Disruptive ChangeAcceleration

62、and GrowthContinuous ImprovementBurning PlatformUnlocking Success“Big Bet”Growth-DrivenTop-Down-FocusedMindsetConsensusChange AgentsCollaboration CreatorsProblem SolversFinancial Engineers17Company cultureThe third variable that contributes to CFOs success is the culture of the company.Company cultu

63、res influence how decisions are made and acted upon.They are entrenched.As such,CFOs will need to adapt their personal style to navigate the benefits and limitations of the culture in which they operate.Our research reveals four typical types of company culture:Consensus-Driven,in which all voices m

64、atter Growth Mindset,in which teams come together to execute the best ideas“Big Bet”-Focused,in which actions are highly strategic and ruthlessly prioritized Top-Down,in which teams rally around leaders decisionsAs the business environment becomes more challenging and volatile in response to evolvin

65、g macroeconomic factors,companies are expected to fine-tune their culture in response.CFOs need to be more nimble and flex their leadership style and approach to making and executing decisions to succeed.54%of leaders say people and organizational culture are most important to a companys reinvention

66、 strategy.1318In what kind of company culture do you operate?Do:Calibrate the pace of your transformation with the metabolism of the organization;beware of organizational antibodies and neutralizers.Dont:Allow collaboration to create infinite iteration or decision-making paralysis.Do:Rally the organ

67、ization on a manageable set of changes that truly transform and shift the overall trajectory of the company.Dont:Let“shiny object syndrome”distract the organization from pursuing the prioritized big bets.Do:Embrace the can-do attitude of the organization to manage the chaos and build resilience to o

68、vercome challenges and setbacks.Dont:Allow minority opinions and perspectives to be overlooked;give them a platform and voice.Do:Use cascade of decisions to increase the agility and competitiveness of the organization.Dont:Let decision-making become too divorced from the reality of what is important

69、 for customers,employees and investors.Source:CFO Success Paradigm Survey,Accenture,September 2022 of CFOs work in Consensus-Driven culturesof CFOs work in“Big Bet”-Focused cultures of CFOs work in Growth Mindset cultures of CFOs work in Top-Down cultures32%25%33%10%Only19Consensus-Driven:The majori

70、ty rulesIn Consensus-Driven cultures,decision-making is a group activity.Everyone is encouraged(and expected)to participate.In this environment,it is essential that CFOs and key stakeholders gain buy-in from their leadership team before proceeding.Successful execution in this culture demands it.CFOs

71、 success in Consensus-Driven cultures increases when they:Evolve the solution to get true buy-in from as many stakeholders as possible.While operating at speed is important,give the leadership team and other stakeholders time to discuss,absorb and ultimately embrace the way forward.Accelerate commun

72、ication from the C-suite to the rest of the organization once a decision has been made.It is important that organizational members understand when a decision has been made versus when one is still open for debate.Realize that the slower pace of decision-making doesnt have to mean that execution is a

73、lso at a slower pace.Consensus-Driven organizations can still be agile in execution.Which combination works best?Disruptive ChangeAcceleration and GrowthContinuous ImprovementBurning PlatformUnlocking Success“Big Bet”Growth-DrivenTop-Down-FocusedMindsetConsensusChange AgentsCollaboration CreatorsPro

74、blem SolversFinancial Engineers20Growth Mindset:All hands on deckIn Growth Mindset company cultures,the best ideas win.And people collaborate and do whatever it takes to succeed.In this environment,fast failure is commonand even expected.So is bold and direct action and guidance from leaders.CFOs su

75、ccess in Growth Mindset cultures is more likely when they:Lead with a focus on resilience;expect obstacles and setbacks.Understand where learning is more important than a potential failure and where success is a“must have.”Are open to being challengedand are adaptable enough to welcome and incorpora

76、te different viewpoints.This is especially critical from voices that may be challenging the“easy”answer.Seek to connect with the people behind the ideas and understand their motivation and thinking.While the best ideas win in this culture,it is still people and teams that have to activate the change

77、.Which combination works best?Disruptive ChangeAcceleration and GrowthContinuous ImprovementBurning PlatformUnlocking Success“Big Bet”Growth-DrivenTop-Down-FocusedMindsetConsensusChange AgentsCollaboration CreatorsProblem SolversFinancial Engineers21“Big Bet”-Focused:Eyes on the prizeIn“Big Bet”-Foc

78、used cultures,leaders prioritize their resources and attention on a small number of initiatives they believe have the biggest impact on the organizations long-term success.These projects are typically large,strategic,and critical to the companys future.CFOs success in“Big Bet”-Focused cultures is mo

79、re likely when they:Are ruthless in winnowing down the number of bets made.And even then,know which bet is the most important since the organization needs clarity on what takes priority.Sustain focus all the way through the last mile of execution.CFOs can make the right bets,but if they dont see the

80、m through it wont make a difference.Scan for disruptions that indicate the circumstances in which the big bet was made have changed.Move with speed to pivot the team,resources and stakeholder expectations.Which combination works best?Disruptive ChangeAcceleration and GrowthContinuous ImprovementBurn

81、ing PlatformUnlocking Success“Big Bet”Growth-DrivenTop-Down-FocusedMindsetConsensusChange AgentsCollaboration CreatorsProblem SolversFinancial Engineers22Disruptive ChangeAcceleration and GrowthContinuous ImprovementBurning PlatformUnlocking Success“Big Bet”Growth-DrivenTop-Down-FocusedMindsetConsen

82、susChange AgentsCollaboration CreatorsProblem SolversFinancial EngineersTop-Down:Command and controlIn Top-Down cultures,senior leaders provide guidance and direction.Once they make their decisions,others in the organization rally to carry them out.This type of culture is not as prevalent as it used

83、 to be,with only ten percent of todays CFOs operating in this sort of environment.14 CFOs success in Top-Down cultures is more likely when they:Communicate why the business situation necessitates a more insular decision-making process and the value the organization hopes to achieve.A CFO cant win he

84、arts and minds without creating a better world that people can rally around.As decisions and execution cascade down the organization,remove from the process people who act as barriers.An example can be more powerful than the best argument.Acknowledge what key stakeholders dont know when they make de

85、cisions and seek to close the gaps in their understanding.Being customer-obsessed and empathetic to employees can amplify top-down decisions.Which combination works best?23It is no coincidence that:Only 10%of CFOs successfully adapt their leadership style to fully achieve professional and organizati

86、on goals 15 and CFO tenure is now the lowest of all C-suite executives.16Cracking the code to better decision-making and organizational success starts with understanding your success paradigm For each CFO,there are multiple leadership styles,strategic imperatives and company cultures to navigate.The

87、ir dynamic nature and interaction play a singular role in enablingor hinderingorganizational success.What is key is to understand your leadership style and success combination,so you are not part of the nine in 10 CFOs who dont achieve their goals.Our analysis finds that CFOs success and longevity a

88、re tightly linked with their ability to align their leadership style,strategic imperative and company culture.That alignment underpins the success paradigm for all CFOs today.24Unlocking your success combinationFinancial Engineers Problem Solvers Collaboration Creators Change Agents Work best in a.C

89、ontinuous improvement Burning platform Burning platform Disruptive change Continuous improvement Acceleration and growth Disruptive change Disruptive change Burning platform Top-down culture Big bet culture Big bet culture Top-down culture Consensus-drive culture Growth mindset culture Big bet cultu

90、re Top-down cultureChallenged by.Narrow focus Ability to collaborate Ability to build followership Ability to empower teams Ability to see the big picture Ability to inspire Ability to create urgency Ability to be persistent Ability to focus Passion for change Connection with others Action-orientati

91、on3 things CFOs need to get right to succeed.Focus on more than the financials.Apply a broader lens to see new opportunities.Balance their analytical approaches with softer leadership skills such as empathy and communication.Solicit a broader perspective from other stakeholders to see all the possib

92、le consequences of their decisions and actions.Bring their team along on the journey.Bring together people,technology and processes to solve any problem in a structured way.Place more trust in their judgment,while soliciting and managing competing views and opinions.Prioritize actions with a laser f

93、ocus on a few goals that make the biggest organizational difference.Manage conflicting priorities by making trade-offs that create a net benefit for the organization.Bring greater focus and drive actions for success.Identify the stakeholders from across the organization that can drive the change age

94、nda.Avoid burning out their people.Build consensus to execute required actions.25About the researchThis research is based on Accenture experience,interviews with senior finance executives and a survey of 151 CFOs from Australia,Brazil,France,Germany,Italy,Japan,Singapore,Spain,Switzerland,the United

95、 Kingdom and the United States in September of 2022.Participants were from the following sectors:automotive;banking;capital markets;chemicals;communications and media;consumer goods and services;high tech;industrial equipment;insurance;life sciences;mining and natural resources;oil and gas;retail;so

96、ftware and platforms;travel and hospitality;and utilities.Fifty-five percent of survey respondents were from companies with over$10 billion in revenues.Seventeen percent of respondents were from companies between$5 billion to$9.9 billion in revenue.The remaining companies had over$1 billion in reven

97、ue.References1.“CFO Success Paradigm Survey,”Accenture,September 2022.2.Ibid.3.Ibid.4.Ibid.5.Ibid.6.Ibid.7.Ibid.8.“CFOs May Have the Toughest Job in the C-Suite,”Bloomberg,September 15,2022.9.”CFO Success Paradigm Survey,”Accenture,September 2022.10.Ibid.11.Ibid.12.Ibid.13.“Total Enterprise Reinvent

98、ion:The strategy that leads to a new performance frontier,”Accenture,January 2023.14.“CFO Success Paradigm Survey,”Accenture,September 202215.Ibid.16.“CFOs log shortest tenure in C-suite:study,”CFO Dive,December 20,2022.26Copyright 2023 Accenture.All rights reserved.Accenture and its logo are tradem

99、arks of Accenture.220259About AccentureAccenture is a leading global professional services company that helps the worlds leading businesses,governments and other organizations build their digital core,optimize their operations,accelerate revenue growth and enhance citizen servicescreating tangible v

100、alue at speed and scale.We are a talent and innovation led company with 738,000 people serving clients in more than 120 countries.Technology is at the core of change today,and we are one of the worlds leaders in helping drive that change,with strong ecosystem relationships.We combine our strength in

101、 technology with unmatched About Accenture ResearchAccenture Research creates thought leadership about the most pressing business issues organizations face.Combining innovative research techniques,such as data science led analysis,with a deep understanding of industry and technology,our team of 300

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