Presentation on how Chartered Global Management Accountant® (CGMA®) designation holders have the skills and talent you need to transform your finance function.

1. WHAT’S YOUR
FINANCE TEAM’S
R LE?

2. Reporting on
the bottom line?
OR
Contributing to
the bottom line?

3. How about both? More than 75% of global
respondents confirm that when finance
personnel work in supporting management, it
better helps the organization meet its
objectives.

4. There is potential to deliver
greater business benefits
Shared
service
centers
Technology
Increased
analysis
Scale
benefits
Business
support
Finance
function has
delivered
scale
benefits
Real
business
benefits
Focus on
people
and
organisati
on

5. Transforming the finance
function
Roles
The role of the
management
accountant is becoming
much broader than
producing the
necessary information,
reports
and analysis. It is
about improving
decision-making.
Decisions
Transformation

6. Transforming the finance
function
Roles
Decisions
Decisions have to be
properly framed so
they are considered
against the right
objectives on the
basis of the evidence
available. Effective
decisions achieve
their intended impact.
Transformation

7. Transforming the finance
function
Roles
Decisions
Transformation
Management
accountants are on a
journey from their
quantitative roots to
where they must apply
qualitative skills. In this
new role, they can be of
greater value to the
business and enjoy
wider career prospects.

8. The CGMA designation enables
the delivery of these benefits
Technical
accounting
expertise
Commercial
awareness &
analytical skills
Influencing &
leadership skills

9. CGMA designation holders:
 Demonstrate talent in both financial and management
areas, coupled with business acumen
 Are advancing into key advisory roles that are critical
to operations and strategy
 Fill a talent void that, if not met, could undermine
sustainable growth and progress

10. Does your team
possess the skills
and talent needed
to make this
transformation?

11. Communications skills
Leadership skills
Critical thinking and
problem-solving skills
Anticipating and
serving evolving
needs
Synthesizing
intelligence to insight
Integration and
collaboration

12. Importance of various skills
for finance — as rated by
non-finance personnel

13. Working in collaboration
75%
• Of CEOs agree that there is a
need to put more emphasis
on non-financial measures.#
75%
• Of CEOs say collaboration is
a key skill for future success.
67%
• Of CEOs surveyed identified
communication as key skill
for success.
43%
• CEOs identify lack of management
of Human Capital is an impediment
to achieving financial targets.+
# Rebooting Business: Valuing the human dimension
+ Talent pipeline draining growth – CGMA Report

14. Connecting the dots:
what CEOs want
Strong
strategic
understanding
of the business
as a whole
Strong
technical
skills in their
discipline
CGMA
designation
holders
Ethics
Multidisciplinary
expertise and
ability to
collaborate
Skills in
management
competencies

15. CGMA designation holders:
making an impact on industry

16. M RE
To find out more about how the CGMA designation
can help transform your finance function,
visit CGMA.org/employers