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Four orientations for engaging in the strategy process

Initially, this generally requires three things: knowing the businesses, generating valuable strategy ideas and opportunities, and having a finance organization that delivers the basic finance and accounting processes consistently without errors. One way to generate valuable strategy opportunities is to ask critical questions about the dominant growth constraints, uncertainties, and risks, and scale assumptions confronting the company see The CFO as Pragmatic Strategist : Lessons from the Lab. A strong finance team is also key to earning a seat at the table, for three reasons. First, by getting the basics right, the team presents the finance organization as credible.

Third, it can provide the quantitative analysis and support capabilities vital to shaping strategy. The choice of strategist orientation depends extensively on the context of the company and the level of permission from the CEO. The table in Figure 1 summarizes common requirements for CEO permission and finance and organization capabilities, as well as typical contexts for the different types of orientations.

There is no one single approach to being an effective strategist CFO. The four CFO orientations described herein should help CFOs, CEOs, boards, and business-unit leaders better establish mutual expectations on how the CFO will engage in the strategy process and address key strategy questions within the company. Moreover, these orientations are not static, and the appropriate orientation will vary with the changing context and performance of the organization.

Steven has more than 27 years of experience providing consulting services to finance organiza He oversees the diverse research initiatives of the program in areas such as leadership, capital markets and risk and created CFO In He has led dozens of corporate strategy projects, business unit strat David is a principal with Deloitte Consulting LLP and has more than 25 years of experience advising senior executive teams and boards of directors, typically of large, global clients, on issues of imp Please enable JavaScript to view the site. Welcome back. Still not a member?

Join My Deloitte. My Deloitte. Undo My Deloitte. Add to my Bookmarks. The strategy process: core questions Making the necessary choice starts with a version of the cascade of strategic choices first laid out by A. Where will you play? How will you play to win? If you have the chance to change geographies and try something new, grab ahold of that.

It gives you a whole new set of experiences and adds an interesting twist to the whole thing. I have three dogs and protecting and bettering the lives of animals is something I really care about. I have three kids, one at college and two at home. I do a lot of sports. I did triathlons and marathons when I was younger.

I still run when I can. I like to play tennis, and I can still just beat my year-old son. For more, read posts by Scott Thiel , and stay tuned for the next interview in the Meet the Strategist series. This material is not intended to be relied upon as a forecast, research or investment advice, and is not a recommendation, offer or solicitation to buy or sell any securities or to adopt any investment strategy. The opinions expressed are as of May and may change as subsequent conditions vary.

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