Successful CFOs Manage Ideas, Issues and Improvement, Not Just Numbers

And one thing is clear, it’s not all about the numbers!

In fact, the finance function’s role was never just about the numbers, but somewhere along the way, we all got a little spreadsheet seduced.

Margins, models, variances, and to the penny reconciliations. All important. All valuable. 

But today’s CFOs? The ones you want to work for. The ones driving actual transformation?

They’ve flipped the brief!

And as all of our podcast guests said, the smartest CFOs in the game understand it’s not just about what’s reported to the business.

It’s about what’s created, what goes wrong, and what’s made better, by finance for the business.

That is adding value. That is business partnering!

Enter the 3 I’s of Agility and the real business performance toolkit: Ideas. Issues. Improvements.

This trio is how CFOs stop being guardians of the past and become architects of the future.

Ideas = The Engine of Growth

Ideas are the currency of change. They're the spark that fuels innovation.

But here’s the twist, it’s not just about having ideas.

It’s about managing them. 

Giving them space, structure, and sponsorship.

A finance team that captures new ideas, from pricing tweaks to process redesigns, becomes a powerhouse of value creation.

Example

A CFO set up an “Innovation Backlog” as part of their month-end, inviting every team lead to bring as many “money no object” ideas they can think of. From there, finance scored ideas based on ROI and time to value and led pilot testing on the top three for one quarter. Test, learn, change. The result? A 4-week billing cycle dropped to 2 days thanks to an idea from junior O2C assistant.

Issues = Early Warning Signals

Where others see issues as red flags, finance should see gold mines. As power.

Issues can be uncomfortable data points that show us where the system’s failing, or it can be a signal to make a change and improve the business.

• Ignore them? Risk mounts.
• Manage them? Issues are understood.
• Address them? Performance improves.

The best CFOs embed issues in their processes and treat them like KPIs, not to blame, but to improve.

Example

A CFO implemented an “Issue Tracker” in all functional meetings. It is pitched as a tool to be a real business partner. Well-informed and value creator. One team spots recurring delays in PO approvals and auto-flags them to managers with a root-cause analysis. Over three months, finance improves processing and supplier relations by not just monitoring issues, but removing them.

Improvements = The Output That Matters

If ideas are the input, and issues the signal, then improvement is the proof.

Continuous improvement isn’t a project. It’s a practice. It’s how finance builds agility into the DNA of the organisation.

The CFO's role? Being the flywheel. Developing org structures. Driving momentum.

Example

One finance leader layered agile sprints onto their performance review cycle. Every two weeks, cross-functional teams tackled one “quick win” or “root fix” flagged by the new “Issues Tracker”. Over time, finance became known as performance engineers, not just the numbers!

Why This Trio Wins, Together

On their own, each element is helpful. But together?

They turn finance into a strategic, responsive, idea-driven machine. 

• Ideas spark change
• Issues sharpen focus
• Improvement builds resilience

Without any need for influencer skills or glorified messengers.

Add them up, and what do you get? The agility modern CFOs need to lead forward.

So, Finance, what’s your next move? Count the numbers… or count on the power of your team to bring the ideas, fix the issues, and drive the change?

GENCFO knows which one’s going to shape the future!