CFO succession planning - FEI Canada 2013...readiness is critical to the success of the finance...
Transcript of CFO succession planning - FEI Canada 2013...readiness is critical to the success of the finance...
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CFO succession planning
JUDY MUNRO, President, Canada, RHI Executive Search (Moderator) DAVID ANDERSON, Executive VP & CFO, CGI Group Inc. LOUIS MARCOTTE, SVP Strategic Sourcing, Intact Financial Corporation DAVID McLAREN, VP Finance, Redpath Sugar Ltd. LAURIE TUGMAN, Executive Chairman, Nexterra Systems Corporation
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SUCCESSION READINESS IS CRITICAL
The overwhelming majority of
executives surveyed say succession
readiness is critical to the success of
the finance function.
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IMPORTANCE OF SUCCESSION READINESS
IN THE FINANCE FUNCTION
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MOST HAVE NO SUCCESSION PLAN
Despite the importance, less than 43%
of survey respondents have a clearly
defined CFO succession plan.
43%
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IS THERE A CLEARLY DEFINED
SUCCESSION PLAN FOR THE CFO?
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SMALLER ENTITIES ARE LEAST PREPARED
Less than 33% of survey participants
from smaller companies had a clearly
defined succession plan.
33%
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C-SUITE SUCCESSION PLANNING OFTEN
OVERLOOKED IN RISK MANAGEMENT
Only 35% of survey respondents
indicated that their companies included
C-Suite succession planning as part of
their Enterprise Risk Management
program. 35%
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IS C-SUITE SUCCESSION PLANNING PART OF
YOUR ENTERPRISE RISK MANAGEMENT
PROGRAM?
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GAP BETWEEN STATED PRIORITIES
AND PRACTICE
Only 45% of respondents say there is a
qualified successor in place who could
step into the CFO role.
45%
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IS THERE A QUALIFIED SUCCESSOR AT THE
ORGANIZATION WHO COULD READILY STEP INTO
THE CFO ROLE ?
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CFO’S NOT ADEQUATELY GROOMING
THEIR SUCCESSORS
More than 66%of CFO’s attend Board
or CEO meetings alone without other
finance staff. Yet, effective interaction
with the Board and CEO are critical
CFO skills. 66%
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THE CFO USUALLY ATTENDS BOARD MEETINGS
OR MEETINGS WITH THE CEO ALONE
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TALENT IDENTIFICATION AND LEADERSHIP
DEVELOPMENT ARE CRITICAL COMPONENTS
Over 80% of survey participants with
succession plans regularly identify and
assess potential talent for leadership
training.
80%
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POTENTIAL TALENT WITHIN FINANCE IS REGULARLY
IDENTIFIED AND ACCESSED FOR LEADERSHIP TRAINING
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STRONG RETENTION OF HIGH POTENTIAL
TALENT
Strong retention rates for high potential
internal financial candidates were
reported by 65% of survey respondents.
65%
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COMPANIES INDICATING STRONG RETENTION
RATES FOR HIGH POTENTIAL INTERNAL
FINANCIAL CANDIDATES
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SOURCING FOR EXTERNAL TALENT RISING
The majority of companies say they are experiencing an increased need to source finance professionals externally, although the need is less for those companies with succession plans.
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FACTORS DRIVING EXTERNAL HIRES
• Limited internal talent pool
• Company growth
• Need for specialized skills and competencies
• Bring in outside perspectives
• Drive culture change
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LEADERSHIP AND DEVELOPMENT
POTENTIAL CRITICAL FOR NEW HIRES
Leadership abilities and the potential for development are considered more critical than technical skills in the hiring of finance staff for 66% of companies with succession plans.
66%
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TOP FOUR DESIRED CFO SKILLS
• Strategic Planning
• Risk Management
• Executive Team Decision-Making
• Corporate Governance
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“Boards should put more emphasis on
strategic thinkers and risk managers as
opposed to “bean counters”. CFO’s
should be thinking about where the
company will be five years from now as
opposed to where the company was last
year” – Survey Respondent
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“ The CFO role is a critical role
in the C-Suite and succession
planning is also critical” – Survey Respondent
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SURVEY FINDINGS
Organizations are not a succession
ready as they need to be.
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CFO SUCCESSION PLANNING
Are you ready
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PANELISTS: David Anderson, EVP & CFO
CGI Group
Louis Marcotte, SVP Strategic Distribution
Intact Financial Corporation
David McLaren, CFO
Redpath Sugar
Laurie Tugman, Executive Chairman
Nexterra Systems
MODERATOR: Judy Munro, President
RHI Executive Search, Canada