The objectives of finance and operations teams at many businesses are insufficiently aligned, resulting in poor decision-making and inefficient resource allocation. In parallel, the two teams rarely collaborate, leading to disjointed internal processes and missed potential opportunities to manage risk and boost growth.
These are some of the stark findings that emerge from KPMG's new survey of 1,300 finance and operations leaders worldwide. However, it is not all bad news: some leading businesses recognise the yawning divide and are actively addressing it. The experiences of these businesses offer a way forward for those that currently struggle. The survey exposes that finance and operations teams are disjointed in multiple areas. But it also shows that there are significant benefits of closer connection.
Our research reveals that operations and finance leaders are aware of the importance of teams working together, but they’re also fully conscious that right now there is a big disconnect. A lack of clarity of who is in charge of key processes as well as a lack of collaboration, data sharing and technology integration appear to be the most significant issues holding back progress
Partner, Global Operations Center of Excellence Lead
Key findings from finance and operations leaders
want to play a greater role in driving enterprise-wide transformation in the next 3 years.
of senior executives within the two functions are 'very satisfied' with the alignment of objectives and KPIs across the two teams.
are seeking to obtain new skillsets for their function, including data science, predictive analytics and forecasting.
are 'very satisfied' with their ability to make informed decisions based on data.
do not co-ordinate with other business functions when acquiring and implementing new technology.
say their focus on ESG will likely increase significantly in the next 2 years, but 62% are still unclear of their role.
Value of connection
Transform customer experience, build trust, and accelerate value creation.
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