The underlying reason behind my Financial Strategist Manifesto 1.0, originally drafted in 2019, was to provide a guide to the benefits of finance re-emerging as the driving force in implementing business strategy.
With the benefit of practicing in strategic finance and lean management for more than three decades, financial trouble shooting, organisational sustainability and improved capacity have continued as my mainstream vocation since early 2000.
Let’s go back a step
One of the early lessons learnt by most business owners is be the dilemma of deciding what scale of operation am I comfortable with versus what scale of operation am I capable of achieving.
This assumption may be old news? Things are different now, technology means that we can take more short cuts, incur less extraneous costs, avoid compliance and governance stuff and just get on with it.
But this is a mistake as it means taking on an inordinate level of risk. There are benefits in exploding the myths that finance is that “thing” that is in peoples face and just wants to stop them from getting what they want out of their work!
The Benefits of an Enhanced Role for Finance
Finance must be across the costs and benefits of initiatives. Finance is your means to less waste, more engaged and competent people and greater integration to execute strategy.
Your financial service should be able to help you do all this whilst providing a return on your investment. This the case if finance does a lot of the intelligence gathering, detailed analysis, forecasting and reporting and it is backed in by the leader.
But finance must not be reactive and hard to deal with. And non-finance people must play their part, it is not a finance led dictatorship.
Many organisations develop or introduce new technologies, systems or processes to deliver operational efficiencies, improve service experience for customers or streamline staff touchpoints. But their effectiveness is mooted by poor uptake and poor integration within existing structures.
Adam Zuchetti, My Business, February ’19
For many organisations a practical option is to vest an improvement program with finance, at least in a co-ordinating role to drive the common denominators; $’s, KPI’s, scorecards as well as non-financial metrics etc.
The ability to measure success and set out the costs of a longer-term plan will inform scenarios and aid investment decisions. This will ensure that operational plans in turn inform the financial plan and the financial plan in turn informs future operational plans, this is the business improvement cycle.
- 70% of employees are not engaged
- Businesses with at least 80% engaged employees grow at a rate 6 times faster
- Less than 10% of strategies are executed
- Only 5% of employees understand the vision of the company and the strategy
- 85% of executive teams spend less than one hour per month talking strategy
- 70% of all change initiatives in businesses fail due to insufficient focus on people
- 60% of how employees perceive their workplace climate can be traced to the actions of one person – the leader.
MAUS Business Systems (2012)
Your people will respond positively when they know more about what is expected of them and they have a sense of direction and ownership of the solution. And your opposition is probably not performing well in this area, however you know that already. Right?
A Practical Exercise
In order to reinforce the points made here I propose an exercise. Just take a few moments to answer the following foundation question.
Does your business see finance as a necessary evil or a value-add service that needs to be the absolute best that it can be?
Unsure of your answer? Are you somewhere in the middle of the continuum? Skeptical that finance can do any more than it is doing currently?
Moving your people on to the one page can be overwhelming. But modelling a role for finance to free up resources and sustain your competitive advantage is your non-negotiable. My 6 tips for moving your team along the continuum.
- Get your people strategy right
- Consider what elements of finance you should outsource and what elements you should insource
- Model a role for finance in delivering your business strategy that has your backing and that of your people
- Use a medium to long term financial strategy to drive business improvement
- Vest an initial improvement program with finance, monitor results and learnings
- Tick off each of the incremental results that confirm that you are moving towards your end target
The Financial Strategist - New Era Management Services
As CEO and founder of New Era Management Services I have been the specialist lead for hundreds of successful finance and management projects Australia wide.
Having sharpened my role as a consultant and financial strategist I can readily identify the underlying problems getting in the way. The lack of accountability out there, few people investing in themselves and in their organisation, managers become swamped by detail, taking on too much and devoting an inordinate amount of time to putting out fires.
Let's talk about how my once off placements can assist you. Ranging from filling a particular vacancy or a gap in your financial service to financial trouble shooting to helping to interpret “the numbers” and putting together robust and visionary business and financial strategies. Let me work with you to release the 10% of trapped revenue that you are giving away, help you to provide a simple structure to implement your ideas and systemise your operations by getting your business on the CLOUD.
This is your low risk option, these services are available when YOU need them and we offer a return on your investment. GUARANTEED!
Call or email Peter Smith on 0427 841 096 or firstname.lastname@example.org