Michael Page CFO barometer 2014 Sweden Fact Sheet EN
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As priorities return to core value creation, what’s top of mind for SWEDISH CFOs & FINANCIAL LEADERS? To SUCCESSFULLY DEAL with a broader remit, Swedish financial leaders must combine STRATEGIC THINKING with excellent SKILLS IN FINANCIAL MANAGEMENT, communication and change leadership GLOBAL INSIGHTS CFO & FINANCIAL LEADERSHIP BAROMETER SWEDEN Cost optimisation 68.6% 61.1% Process optimisation 52.9% 59.6% ERP implementation 30.0% 23.3% Cash & liquidity management 25.7% 48.2% Financial risk management 25.7% 30.8% Mergers & acquisitions 18.6% 21.4% Transfer pricing 8.6% 12.7% Implementation of new policies 50.0% 50.0% Software implementation(s) 48.6% 47.0% Centralisation 25.7% 23.9% Outsourcing 15.7% 13.6% Shared service centers 12.9% 25.5% Decentralisation 5.7% 7.4% Insourcing 4.3% 6.4% No significant changes 18.6% 18.8% The figures on this infographic are based on responses from 70 Swedish financial leaders. Changes planned over the next 12 months Top priorities over the next 12 months Global: More than 4 out of 10 Swedish companies find it difficult to hire the right financial talent – ARE YOU RECRUITING THE TALENT YOUR BUSINESS NEEDS? NOT EASY 41.4% Global: 65.9% Please, note that figures marked in orange or green are significantly below / above the global average. As their own role diversifies, more than half of Swedish financial leaders are ACTIVELY looking TO RECRUIT experts to take on core finance functions Swedish financial leaders are mostly recruiting for… Global: Controlling 24.3% Global: 24.9% Accounting 14.3% Global: 23.0% Consolidation 5.7% Global: 4.2% Financial management 2.9% Global: 7.7% Financial planning & analysis 21.4% Global: 19.8% As their roles become broader and more strategic, SWEDISH FINANCIAL LEADERS are GENERALLY HAPPY in their position HAPPY 91.4% Global: 75.0% UNHAPPY 8.6% Global: 25.0%
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Transcript of Michael Page CFO barometer 2014 Sweden Fact Sheet EN
As priorities return to core value creation, what’s top of mind for SWEDISH CFOs & FINANCIAL LEADERS?
To SUCCESSFULLY DEAL with a broader remit, Swedish financial leaders must combine STRATEGIC THINKING with excellent SKILLS IN FINANCIAL MANAGEMENT, communication and change leadership
GLOBAL INSIGHTS
CFO & FINANCIAL LEADERSHIP BAROMETER
SWEDEN
Cost optimisation 68.6% 61.1%
Process optimisation 52.9% 59.6%
ERP implementation 30.0% 23.3%
Cash & liquidity management 25.7% 48.2%
Financial risk management 25.7% 30.8%
Mergers & acquisitions 18.6% 21.4%
Transfer pricing 8.6% 12.7%
Implementation of new policies 50.0% 50.0%
Software implementation(s) 48.6% 47.0%
Centralisation 25.7% 23.9%
Outsourcing 15.7% 13.6%
Shared service centers 12.9% 25.5%
Decentralisation 5.7% 7.4%
Insourcing 4.3% 6.4%
No significant changes 18.6% 18.8%
The figures on this infographic are based on responses from 70 Swedish financial leaders.
Changes planned over the next 12 months
Top priorities over the next 12 monthsGlobal:
More than 4 out of 10 Swedish companies find it difficult to hire the right financial talent – ARE YOU RECRUITING THE TALENT YOUR BUSINESS NEEDS?
NOT EASY41.4%Global: 65.9%
Please, note that figures marked in orange or green are significantly below / above the global average.
As their own role diversifies, more than half of Swedish financial leaders are ACTIVELY looking TO RECRUIT experts to
take on core finance functions
Swedish financial leaders are mostly recruiting for…
Global:
Controlling
24.3%Global: 24.9%
Accounting
14.3%Global: 23.0%
Consolidation
5.7%Global: 4.2%
Financial management
2.9%Global: 7.7%
Financial planning & analysis
21.4%Global: 19.8%
As their roles become broader and more strategic,
SWEDISH FINANCIAL LEADERS are GENERALLY HAPPY in their position
HAPPY91.4%Global: 75.0%
UNHAPPY8.6%
Global: 25.0%
