The CFO Perspective: Driving Strategic Value Creation with Precision
Anders Liu-Lindberg
Leading advisor to senior Finance and FP&A leaders on creating impact through business partnering | Interim | VP Finance | Business Finance
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As organizations navigate an increasingly complex and competitive business environment, CFOs are uniquely positioned to take the reins of strategic leadership. Their ability to harness financial insights and align them with organizational strategy is not just a matter of financial stewardship; it is the foundation of long-term value creation. McKinsey’s research underscores this imperative, identifying ten levers that, when properly managed, can drive transformative outcomes for businesses. These levers are theoretical constructs and practical tools CFOs can deploy to unlock strategic value.
Traditionally, strategy formulation has been viewed as the CEO’s domain. However, CFOs are increasingly stepping up as co-creators of strategy and enablers of execution. The rationale is straightforward: CFOs possess a unique vantage point, combining financial acumen with a holistic understanding of operational drivers. Yet, research shows that most strategies fail to deliver the expected results, with only 20% of companies achieving 80% of global value creation. The question is no longer “why CFOs should lead” but “how CFOs can lead effectively.”
Anchoring Strategic Value Creation in the Ten Levers
Strategic leadership's heart is the ability to make informed and impactful choices. McKinsey’s ten levers provide a robust framework for CFOs to systematically evaluate opportunities and allocate resources. Let’s examine how each lever can catalyze value creation:
CFOs have plenty of options when quantifying and qualifying companies' strategic choices. The challenge is determining the right priorities.
From Strategy to Execution: Firing Up the Analysis Engine
Driving strategic value creation requires more than just identifying the ten levers—it demands rigorous analysis and decisive action. Here’s how CFOs can operationalize these insights:
In the coming weeks and months, we will publish analytical perspectives on each growth lever, considering tangible actions CFOs can take to generate value. This will not be a go-do list but inspiration for making the right strategic choices.
The CFO’s Call to Action
In a world where only a fraction of strategies deliver their intended value, CFOs must rise as strategic leaders. The ten levers of long-term value creation are a framework and a mandate for action. By embracing this approach, CFOs can ensure that their organizations survive and thrive in an era of disruption and opportunity.
To quote McKinsey’s work, Strategy Beyond the Hockey Stick, strategy is about making bold moves and committing to them with discipline. As a CFO, your ability to leverage the ten levers and drive strategic value creation will define your leadership legacy. How are you driving strategic value creation in your company, and have you done a strategic analysis as we have outlined in this blog?
This was the first article in our new series, "The CFO Perspective." Here, we dive deep into the levers of strategic value creation that CFOs should work on in 2025. You can read the previous article series on top trends in finance and accounting in 2025 below. Remember to subscribe to be notified when we publish future articles.
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Dive into our latest series on how finance is driving value creation below. Remember to subscribe to be notified when we publish future articles.
Catch our previous series, "Finance 2035 - what Finance Will Look Like a Decade from Now," below.
Continue reading below for more articles about trends in finance and accounting.
Anders Liu-Lindberg is the co-founder and a partner at Business Partnering Institute and the owner of the largest group dedicated to Finance Business Partnering on LinkedIn, which has more than 12,000 members. I have ten years of experience as a business partner at the global transport and logistics company Maersk. I am the co-author of the book “Create Value as a Finance Business Partner,” a long-time Finance Blogger, a LinkedIn Learning instructor, and a Top Voice on LinkedIn with 400,000+ followers.
OK Bo?tjan Dolin?ek
Master's in Finance
1 个月Very interesting , thanks for sharing ,indeed It's important for CFOs to focus on value creation through setting a realistic objectives and put in place the corporate and business strategy to achieve them .An example of that , is building a robust business plan to gain visibility on mid-term not only, prepare at the end a financial model which is adjusted when comparing with KPIs and O&KR, the last one to involve all cross-functional peresonnel.Very well said.
CFO Pro+Analytics | Top Fractional CFO Services | Growth Strategy | Modeling, Analytics, Transformation | 12 M&A & Exit Deals | $500M+ Capital Raised | 10 Yrs CFO | 15 Yrs VC & PE | Wharton MBA | New York & Remote
1 个月Anders Liu-Lindberg, strategic CFOs are becoming essential partners in driving organizational success.
I'm the strategic copilot for €5M+ businesses ready to accelerate their growth | Founder @ JK7
1 个月CFOs who step up as strategic leaders drive real impact. Seen it firsthand—those who align financial insights with strategy create lasting value. The challenge isn’t why, it’s mastering the how.
I Turn Complex Financial Jargon into Clear, Money-Making Messages | Helping Financial Brands Win Trust and Drive Conversions | send me a DM for Copy That Inspires Action and Delivers Results.
1 个月When CFOs step up strategically, they turn financial insight into action that reshapes businesses. That’s the kind of leadership we need more of CFOs have leveled up. They’re no longer bean counters they’re game changers, driving growth and aligning strategy with real-world results. The finance world just got a lot more interesting this research is a wake-up call. CFOs need to stop sitting in the backseat and start leading. Can’t wait to see what’s next This kind of insight turns ‘good enough’ decision making into precision strikes. I’m all in for the webinar it’s time to learn more shaping the future of business, not just counting the past love where this conversation is heading