Dialogue Q1 2024

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FINANCE DYNAMIC PROCESS TRANSFORMATION

The only constant Business processes are doomed to worsen over time, but an ongoing focus on transformation can be a source of enduring competitive advantage Writing Tony Saldanha & Filippo Passerini

become the number one priority for directors and CEOs, there’s every reason for CFOs to develop their muscles still further in this area. Business transformation should be cemented at the top of the agenda for many leaders. It has become clear in recent years that if companies want to preserve enduring competitive advantage, they need to evolve from episodic to dynamic business process transformation. It means designing additional elements of agility and innovative operating models into business processes. This is what we call Dynamic Process Transformation.

Products and processes Let’s back up a bit for context on the need for Dynamic Process Transformation. All organizations constantly sense and respond to changing needs; some are simply better at it than others. Shell did not start off in the energy industry in 1833; its origins are in trading seashells. Nintendo began in 1889 as a playing card company, but, like Shell, it evolved over the decades. Companies evolve to consistently win in the marketplace in two ways – by creating winning products in line with shifting

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here’s a good reason why many chief financial officers end up becoming chief executives. The overlap between the two roles on skills related to strategy, leadership and operational excellence is perfect. What’s more, as digital and business transformation has 66

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