Post by Andrew P. Chastain

I remain active in our client work and speak to industry executives daily on marketplace changes and the opportunities and challenges these shifts create. In all the markets we serve, Chief Financial Officers are under tremendous pressure to perform, while expectations for what they can do in their roles expand with each passing year. Nowhere is this more true than in healthcare, where CFOs I speak with are being asked to do more for organizations which continue to grow in size and scope. The CFO role is transitioning from a focus on operational matters to big-picture strategic ones.   Our latest comprehensive report, based upon conversations with dozens of healthcare industry CFOs, highlights this evolution. It also suggests that today's health systems must view the role through a long-range, strategic lens: "In an era of sustained financial pressure and continuous transformation, CFO leadership has become part of the organization's operating infrastructure: a core capability that determines how well strategy is translated into durable performance and mission sustainability. Boards and CEOs, therefore, face a clear decision. Organizations that treat the CFO as a traditional functional role — staffed episodically and developed informally — will continue to experience capability gaps at the moments they can least afford them. Organizations that treat CFO leadership as enterprise infrastructure — investing in deliberate development systems, designing complementary leadership teams, and aligning the role to the realities of scale and complexity — will build resilience that compounds over time."   Enjoy the report—it's a must-read for healthcare executives in these challenging, competitive times.   🔗 https://lnkd.in/eqfszeEp #cfo