The Ambition for Value Creation is not yet matched by Action
I have had a few debates over recent months on whether “Think like a CFO” is the right aspiration to raise our thinking, problem solving and execution above and beyond the level of the classic enterprise functional silos.
My point has aways been that CFOs are no longer the leader of the “bean counters” but are now required to be strategic thinkers and players in enterprise value creation on behalf of shareholders.
The best ones most definitely are.
But the EY Global DNA of the CFO Survey, June 2026, reports that CFO ambition to lead value creation is not yet matched by action.
“A majority (60%) of CFOs surveyed say they should define and shape value creation, yet fewer than 26% lead discussions on key value drivers”.
“Just 25% lead investment decisions where returns are uncertain. This gap reflects a combination of leadership confidence, ownership and practical constraints that are limiting finance’s ability to act.”
“Without stronger ownership, CFOs risk remaining reactive rather than driving enterprise value.”
The ambition to lead value creation is not yet matched by action.
Both the CEO and CFO need to have the same focus and execution on value creation.
That’s what shareholders demand, and it makes sense.
We talk a lot about GBS leaders’ role in value creation. They typically report to the CEO, COO, CFO, CIO or Controller.
GBS leaders are in a delicate position. They reflect the mandate of their reporting line, but the role is constantly challenged on demonstrable value delivered. Delivered vs Enabled.
In these turbulent times, structures are changing and roles are shifting with surprising speed.
Value creation is more than just creating the conditions, structures or programs for improvement. It requires urgency, execution and accountability when working with stakeholders. It is not enough to provide the data, we need follow-through to execution in capturing the value.
These value creation outcomes are remembered when times get tough and organisation structures and roles are reviewed for impact and return on the investment.
I remember a review with the CEO in one firm I worked at, where all divisional, regional and functional leaders were told very clearly that we were all “investments” that the company makes, and paraphrasing “caveat emptor” told us that “the value of investments can go down as well as up”!
That was quite a stark message but ultimately, accurate. 😉
Value creation is about optimising one of more of the key levers;
- Revenue
- Target markets, customer acquisition, volume, price, product innovation, M&A
- Margin
- Cost of goods sold (COGS), operating expenses including SG&A
- Assets & Liabilities
- Working capital, asset utilization, capital allocation, divestitures
- Risk Management
- Resilience, financial stability, control and compliance
As McKinsey report in their article “The SG&A challenge: Achieve excellence and outperform your peers”;
“Great companies know how to do more with less”.
As productivity growth slows, top-performing organizations are moving beyond traditional cost-cutting measures to reach new levels of SG&A efficiency. Leading firms are redesigning operating models to accelerate data-driven decision-making and achieve lasting efficiency.
But it is not enough just to be the enabler to “accelerate data-driven decision-making”. We need to follow through as part of rapid execution to capture the value.
SSON Research & Analytics report Global Business Services (GBS) cost typically ranges between 1.5% and 3.5% of total company revenue for mature organizations.
That’s quite a chunk of the broader SG&A line within which it typically sits, averaging between 15% and 25% or revenue.
As value creation moves ever further to centre stage, strengthening ambition, capabilities and execution will enable CFOs, and their leadership teams, to translate ambition into action and shape and DELIVER enterprise value.
The world is changing. This is no longer optional.
You can read the EY “Global DNA of the CFO Survey” here . . .
You can get access to SSON Research & Analytics Metrics Intelligence Hub here . . .
“My observation is that the doers are the major thinkers. The people that really create the things that change this industry are both the thinker and doer in one person. And if we really go back and we examine, you know, did Leonardo have a guy off to the side that was thinking five years out in the future what he would paint or the technology he would use to paint it? Of course not. Leonardo was the artist, but he also mixed all his own paints. He also was a fairly good chemist. He knew about pigments, knew about human anatomy. And combining all of those skills together, the art and the science, the thinking and the doing, was what resulted in the exceptional result. And there is no difference in our industry. The people that have really made the contributions have been the thinkers and the doers.” Steve Jobs
The Ambition for Value Creation is not yet matched by Action
Thanks for reading . .