Only one in five of today’s chief financial officers (CFOs) both exceed CEO expectations for contribution to short-term financial performance and promote company behaviors that lead to sustained top- and bottom-line growth. Gartner surveyed 100+ CFOs globally and found great CFOs become more customer-oriented, build constructive tension with the CEO and board, apply financial leadership principles to time management and are closely involved with the business. Download the guide and learn what personally effective CFOs do differently with their time, relationships and teams.

The pace of change is fast, organizations are becoming more complex and CFOs are finding themselves in increasingly unfamiliar situations, forced to write the playbook on what makes a great CFO as they go. CFOs tell Gartner that they want to reduce their time with the finance function by 5%, indicating they recognize but can’t yet capture the value of reduced time with the function. CFOs need to increase effectiveness at taking the risks required to deliver long-term growth, and meeting CEO expectations on financial performance.