The one task the CFO should not delegate: Integrations

The numbers show that when the finance chief is directly involved in identifying potential synergies, transformation and value-creation opportunities, and cultural pitfalls, companies see greater deal success.

 
Today’s CFO is busy in ways that previous generations of finance leaders could not have anticipated, with more responsibility for corporate strategy, board engagement, digital initiatives, and the like. As the list of tasks grows, it is important for the CFO to identify and prioritize those business activities in which they can help to create the most value for the organization. Our research shows that M&A has become one of those critical areas of focus.

Of more than 200 global CFOs polled, 39 percent said they played major roles in initial merger strategy; 42 percent reported their involvement in deal execution; and 37 percent said they were involved in merger integrations. In all three categories, the numbers had increased since the previous years’ findings. Even more revealing, when the CFO was “very involved” in merger integrations, companies were much more likely to capture cost and revenue synergies that were at or above plan (exhibit).

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Πηγή: mckinsey