Daniah Robertson is CFO of Sodexo.
In a world of dozens of competing priorities, it can be challenging to find the time to step back and create white space for development, especially the 20/10 component of the 70/20/10 learning model that is grounded in interactions that challenge our thinking and formal training, such as structured classroom education.
For the first time in a long time, I signed up for a course: AI-Driven Leadership Strategies for the Future. It seemed like a good idea months ago but proved very challenging to keep up with discussion forums and written assignment submissions even for six short weeks. In the end, the opportunity to share thoughts and hear the perspectives of other leaders on such an intriguing topic was worth it, even with a few late nights and extra weekend reading.
A lot of the conversation centered around adapting leadership capabilities for the digital era and responsibly championing AI integration, exciting but somewhat overwhelming responsibilities. Alas, as the saying goes, “There is only one way to eat an elephant: a bite at a time.” A bite-size task for us as finance leaders is to be intentional about curating digitally fluent teams, as the first step in the journey of a thousand miles. What does that mean? What can and should we do to lead in this space?
Lead by example.
Champion digital transformation: CFOs must advocate for digital tools and processes and be consistent in their commitment to upskilling.
Promote a vision: Clearly articulate how upskilling digital capabilities elevates the financial planning and analysis (FP&A) function and adds value for the organization.
Allocate resources: Budget for technology investments, training and professional development to support transformative projects.
Appoint digital champions and upskill the willing.
Identify employees who are enthusiastic about learning and have the potential to adapt to digital tools, and identify tech-savvy team members to act as internal “digital champions” who can mentor and upskill others. Rotate these champions across projects to ensure the entire team benefits from their expertise.
Embed digital skills into hiring criteria.
Recruit candidates with strong proficiency in data analytics, automation tools and cloud-based financial platforms. Include “digital adaptability” as a key competency in job descriptions, ensuring new hires are ready to embrace technology. Leverage external hires for roles requiring advanced digital expertise that can’t be easily developed internally.
Foster a learning culture and promote an agile and collaborative mindset.
Create a culture of continuous improvement and learning, encouraging employees to test and integrate technology into their work processes. Partner with your learning and development teams to identify cutting-edge course offers that challenge the status quo and encourage new ways of thinking. Encourage cross-functional projects to expose finance staff to advanced tech in other areas of the organization.
Adopt gamification and reward for upskilling.
Use gamification techniques to make digital skills training engaging. For example, offer rewards for completing certifications or solving digital challenges. Recognize and reward employees who embrace and implement digital solutions, fostering enthusiasm for transformation.
Above all else, expect resistance to change and be prepared to shift when progress stalls. New processes, tools and ways of working can be intimidating and harder to adapt to for some people more than others, creating friction in transformation efforts. Focus on progress over perfection and refine the approach as circumstances change. The only wrong answer is to be standing still.
The information provided here is not investment, tax or financial advice. You should consult with a licensed professional for advice concerning your specific situation.
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