Finance leaders often find themselves measuring the past, but what if finance could drive future decisions?
Jasmine and I discuss transforming finance from a transaction-focused department to a value-driven decision enabler.
This episode explores how finance leaders can leverage EQ, rethink ROI in a platform-driven economy, and overcome traditional mindsets to drive organizational growth and stay relevant.
We explore the challenge of moving finance teams away from rigid adherence to spreadsheets and past data, advocating for a more holistic, forward-looking approach.
This discussion centers on the overlooked power of finance in driving organizational value, emphasizing the need for cultural shifts and investment in human capital alongside technological advancements.
The age of AI requires more generalists as tech is no longer a dedicated, highly specialised vertical; in future, the finance structure and function will be more horizontal and fluid, high-performing, and interdisciplinary, combining human and digital talent.
Jasmine shares her insights and experience as a finance and transformation executive.
The main insights you’ll get from this episode are :
- The finance function must become value- not transaction-driven and balance EQ (addressing what’s not in the numbers) and IQ (traditionally rewarded) in order to enable decisions.
- Letting go of numbers can cause anxiety for those who work with them, but finance transformation business cases must invest in talent and culture, not just tech, to change operations and how value is created.
- Adoption happens after the (tech) go-live, which requires ongoing subsequent effort to have conversations and integrate this into the transformation – the finance department must talk to people to understand the intangibles.
- AI is simply a sophistication of the algorithm, it cannot offer EQ or creativity are not covered by AI, therefore talent must have and understand both EQ and IQ – this requires interviewing for growth mindset as opposed to technical skills.
- Digital literacy/fluency in finance means understanding how data models are designed and maintained and using critical thinking to drive improved design and maintenance independently of the tool.
- Operating models must evolve to break down functional silos and verticals and instead have horizontal fluid talent that are subsequently upskilled – it is a long-term investment rather than a quick fix, and it uplifts the entire organisation.
- Development programs for all leaders should be skills-based, with promotion based not on ‘what’, but on ‘how’; after developing real leadership skills, leaders should then be accountable to deliver against those skills.
- The age of AI requires more generalists as tech is no longer a dedicated, highly specialised vertical; in future, the finance structure and function will be more horizontal and fluid, high-performing, and interdisciplinary, combining human and digital talent.
- Functions, individuals, and organisations must all continuously reimagine how they create value beyond the superficial layer, requiring continuous investment to lead from the front, not the back, and recruiting for adaptability.
Find out more about Jasmine and her work here :
