The Influential Finance Leader - Live Group...Lars Sudmann Advisor, Lecturer & CFO Council Director,...

47
Lars Sudmann Advisor, Lecturer & CFO Council Director, Sudmann & Company The Influential Finance Leader: Unlocking organisational performance Official Sensitive

Transcript of The Influential Finance Leader - Live Group...Lars Sudmann Advisor, Lecturer & CFO Council Director,...

  • Lars SudmannAdvisor, Lecturer & CFO Council Director, Sudmann & Company

    The Influential Finance Leader:Unlocking organisational performance

    Official Sensitive

  • Audiences

    1

    The Influential Finance Leader:Unlocking Organizational Performance

    Lars [email protected]@larssudmannbe.linkedin.com/in/LarsSudmann

  • Flickr/Andy_Magee

  • ://www.flickr.com/photos/bernhardtsoccer

  • An average meeting

  • 56

    The Evolution of the Finance Leader Role

    Incr

    ease

    dBus

    ines

    s Re

    spon

    sibi

    ltiy

    Increased Partnership in Organization

    Scorekeeper of what happened

    Commentator of the Business

    Trusted Advisor

    Business Partner

    Source: Own Compilation, PWC

  • Barriers of Influence

  • Silo

  • 1. Communicate with Impact

    2. Develop Deep Business Sense

    3. Lead in the Innovation Age

  • 1. Communicate with Impact

    2. Develop Deep Business Sense

    3. Lead in the Innovation Age

  • Savings Estimate1 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 1000

    Tabelle1

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    1234567891000

    Tabelle2

    Tabelle3

  • Source: CFO.com – finance for mere mortalshttp://www.cfo.com/article.cfm/14603940/?f=rsspage

    "We need to see that finance people can take complex data and clearly synthesize it with very few words since the operating people are not going to have time to wade through all the complexities."

    Peter MondaniVice president of financial leadership developmentGeneral Electric

  • Pixar ModelOnce upon a time______________________Every day_____________________________One day____________________________Because of that_______________________Because of that_______________________Until finally__________________________

  • 1 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 101 2 3 4 5 6 7 8 9 1000

    Tabelle1

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    12345678910

    1234567891000

    Tabelle2

    Tabelle3

  • 68

  • 1. Communicate with Impact

    2. Develop Deep Business Sense

    3. Lead in the Innovation Age

  • Coupons

  • “Gemba Walks”

  • Provide “aha”-insights (“Did you know that…?”)

  • 210%

  • 1. Communicate with Impact

    2. Develop Deep Business Sense

    3. Lead in the Innovation Age

  • When the robots come, how will finance leaders respond?

  • 79

    Innovation needs different approachesLong operating history

    Static Environment

    Dynamic Environment

    Predict & Plan

    Cf. E. Ries, Lean Startup

    Short operating history

    ?

  • “If the path before you is clear you’re probably on somebody else’s.”

    Joseph Campbell

  • 83

    Innovation need: Spaghetti PrincipleLong operating history

    Static Environment

    Dynamic Environment

    Predict & Plan

    Cf. E. Ries, Lean Startup

    Short operating history

    Test & Iterate (“Fail forward”)

  • Credit: Colin Newlyn

    Business Model Canvas

  • Walking Meetings

  • Credit: Brandon Boyd

  • Full Water Meetings

  • Innovation LeadershiprequiresLeadership Innovation

  • 1. Communicate with Impact

    2. Develop Deep Business Sense

    3. Lead in the Innovation Age

  • Style FlexibilityRationalizing - „We should do this, because...“Asserting - „This needs to be done...“Negotiating - „Let‘s look what we can agree on...“Inspiring - „Imagine, if...“

    //hbr.org/2012/01/whats-your-influencing-style

  • Audiences

    1

    The Influential Finance Leader:Unlocking Organizational Performance

    Lars [email protected]@larssudmannbe.linkedin.com/in/LarsSudmann

  • ProductivityZone

    (Bottom Line)

    Transformation Zone

    (Big Change)

    Incubation Zone (Options for the

    Future)

    Performance Zone

    (Top Line)

    Flexibiltiy allows finance leaders to navigateaccross the „4 Zones“ to fully unlock potential

    Cf. G.A. Moore, The 4 Zones

  • Audiences

    1

    The Influential Finance Leader:Unlocking Organizational Performance

    Lars [email protected]@larssudmannbe.linkedin.com/in/LarsSudmann

  • 96

    AI Humor

    Shiny AI

  • Slide Number 51Slide Number 52Slide Number 53Slide Number 54An average meetingThe Evolution of the Finance Leader RoleSlide Number 57�Barriers of InfluenceSlide Number 59Slide Number 60Slide Number 61Slide Number 62Savings EstimateSlide Number 64Slide Number 65Slide Number 66Slide Number 67Slide Number 68Slide Number 69CouponsSlide Number 71Slide Number 72Slide Number 73Slide Number 74Slide Number 75Slide Number 76Slide Number 77Slide Number 78Innovation needs different approaches“If the path before you is clear you’re probably on somebody else’s.”� �Joseph CampbellSlide Number 81Slide Number 82Innovation need: Spaghetti PrincipleSlide Number 84Slide Number 85Slide Number 86Slide Number 87Slide Number 88Slide Number 89Slide Number 90Slide Number 91Slide Number 92Slide Number 93Slide Number 94Slide Number 95Slide Number 96Slide Number 97