Aug 27, 2013
Chris Locke
How Your CFO Will Learn to Stop Worrying and Love the Cloud

If the campaign for cloud infrastructure keeps failing, it’s time to try a new strategy. Too many IT heroes fall because they don’t know how to talk to a CFO. IT and finance employ languages as different as C++ and Ruby. Virtualization and cloud IaaS may be exactly what your organization needs, but you must be able to explain why in finance language.

In The Art of War, Sun Tzu says that “Victorious warriors win first and then go to war, while defeated warriors go to war first and then seek to win.”

If you’ve been going to war first, don’t blame the CFO or other skeet-shooters who took out your idea in mid-flight. Instead, if you want your organization to become more productive and cost-efficient, you need to win to before going to war. Here’s how:

“To know your Enemy, you must become your Enemy”

Empathy is an unspoken motor of change and transformation within organizations. If you want your CFO to understand and love the cloud, you must think from the CFO’s perspective.

The Chief Financial Officer is traditionally responsible for financial risk, planning and record-keeping. For a CFO, cash flow is king.

However, the CFO role is changing. According to Ernst & Young’s “The DNA of the CFO” report, the CFO is evolving from “scorekeeper” to “strategic partner.” “The CFO as a Catalyst For Change,” a 2013 report co-sponsored by Oracle and Accenture, found that 71 percent of CFOs say their level of strategic influence has increased over the past three years, with 65 percent of respondents citing an increase in responsibility over setting and determining strategy, and 47 percent claiming a larger role in business transformation. These numbers are likely to increase.

Read the rest at SiliconANGLE, How Your CFO Will Learn to Stop Worrying and Love the Cloud.

Comments

    Chris — Good points. I would add the risk dimension. As a CFO, understanding the various risks and how to mitigate those risks was one of my top issues. You point out our primary focus is managing cash (“cash is king”) and one way to get a CFO’s laser light focus is to present risks that threaten cash flow. IT managers need to be able to champion investments/disbursements that significantly reduce likely threats with meaningful dollars associated with them. JM2C

    Posted by John Drake on December 11, 2013 Reply

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