Así lo evidencia Gartner al apuntar que los CFO cuentan con ambiciosos planes que requerirán de una remodelación significativa de las estructuras del equipo de finanzas para lograr sus objetivos.
Renovarse o morir, una cuestión de evolución y adaptación. Los directores financieros (CFO, por sus siglas en inglés) cuentan con ambiciosos planes para alcanzar un estado de finanzas autónomas dentro de los próximos tres a seis años. Estos, revela la consultora tecnológica Gartner, requerirán una remodelación significativa de las estructuras del equipo de finanzas para lograrlo. “La mayoría de los líderes financieros, incluidos muchos CFO, están mal equipados para identificar y abordar las habilidades digitales que evolucionan rápidamente y que se necesitan en finanzas”, asegura Shannon Cole, analista senior de Investigación en la división Gartner Finance. “La experiencia en temas financieros tradicionales, aunque es valiosa, no prepara a los líderes para capacitar al personal para ejecutar diversas funciones como el despliegue de bots, el aprendizaje automático y algoritmos de inteligencia artificial (IA)”.
Las finanzas autónomas son un modelo operativo objetivo que los CFO están buscando para brindar capacidades financieras a través de procesos y actividades que están parcialmente gobernados y operados en su mayoría por agentes de software de autoaprendizaje que optimizan las operaciones de atención al cliente, intermedias y administrativas. En este sentido, retoma Cole, “a medida que se dirigen más recursos financieros hacia la transformación digital, se evidencia la necesidad de contar con una experiencia profunda en procesos para que las oficinas de gestión de proyectos proporcionen gobernanza y coordinen estas iniciativas”.
La demanda de competencias digitales está presionando la limitada oferta, lo que significa que los directores financieros experimentarán largos plazos de contratación y un rápido aumento de las expectativas salariales. «Las prioridades de los directores financieros para 2023 nos muestran que la transformación de su función sigue siendo una prioridad», defiende Cole. «Para 2025, el 80% del nuevo crecimiento de personal en finanzas será en nuevas subfunciones en lugar de la contabilidad tradicional y FP&A, lo que requerirá nuevas capacidades, divisiones y estructuras».
La TI financiera, por ejemplo, es ya una de las áreas de mayor crecimiento de la plantilla en materia de funciones. En este sentido cabe mencionar que los expertos de Gartner prevén que estas funciones se quintupliquen de aquí a 2025 para hacer frente al impacto de la arquitectura empresarial componible respecto al cumplimiento de la información financiera, la extracción y gestión de datos y la coordinación del apoyo a la toma de decisiones.
Al mismo tiempo, la automatización reconfigurará las funciones de procesamiento de transacciones, como la adquisición para el pago (P2P) y el pedido para el cobro (O2C). Los ejércitos de personal de estos procesos serán sustituidos por pequeños equipos de especialistas centrados en la excelencia de los procesos, la gobernanza de los datos y la gestión de las aplicaciones. «Los directores financieros que lideren y naveguen eficazmente por la transformación añadirán funciones a su equipo directivo para ocuparse de la analítica y el apoyo a la toma de decisiones, las TI financieras y la propiedad de procesos globales», incide Cole. «Los CEO darán estas responsabilidades a quien pueda liderar mejor el cambio, y los CFO tendrán que competir con los COO, los CIO y los CDAO para retener estas responsabilidades».
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