Staying Ahead in the Digital Era: a CFO’s Roadmap to Future-Proof Solutions

Christoph Ott, the Chief Financial Officer at dizmo and project sponsor of Planisy, 

In today’s fast-paced and competitive business environment, companies face a dilemma when it comes to technology investment: should they continue relying on their existing technologies or invest in new ones for better operational efficiency and cost reduction? As the uncertainty of the global economy looms, CFOs will be required to invest in future-proof solutions to ensure sustainable growth and remain ahead of the curve in an ever-evolving landscape.

Shifting from Cost-Cutting to Process Optimisation

Historically, CFOs have heavily relied on conventional cost-cutting methods to trim expenses and secure financial resources. These methods primarily involved identifying areas of excess or inefficiency within the organization and implementing measures to reduce costs. However, these traditional cost-cutting approaches may yield diminishing returns in the swiftly evolving business landscape.

With technological advancements and the availability of enhanced control tools, cost visibility has significantly improved. As a result, identifying substantial areas of wasteful spending has become more challenging. The focus has shifted towards enhancing internal efficiency by optimizing processes and streamlining operations.

By prioritizing internal efficiency, CFOs can optimize resource allocation and generate additional funds for growth. This strategic shift acknowledges the evolving business environment where traditional cost-cutting methods may not deliver the desired outcomes. Through process optimization, CFOs can unlock the full potential of their organization.

Leveraging Cloud-Based Solutions for Increased Efficiency

Legacy systems, such as Enterprise Resource Planning (ERP) software, have long been the backbone of financial operations. However, their rigidity and limited integration capabilities with newer technologies can hinder operational efficiency, leading to increased manual work, errors, and delays in decision-making. The rise of cloud-based technology stands out as a significant development that CFOs should consider. By leveraging cloud-based solutions, CFOs can reduce reliance on internal data processing capabilities and create greater flexibility and scalability.

CFOs should prioritize the “softer” factors of new technology to facilitate staff adoption. In the current market, agility and flexibility are crucial. By assessing existing technologies and embracing cloud-based solutions, CFOs can overcome legacy system limitations while seizing opportunities for innovation and future financial success.

Prioritising Growth-Oriented Technology Systems

Investing in new technologies can provide a host of advantages, particularly in industries with rapid innovation cycles and continuous changes. These advantages include improved operational efficiency, better decision-making capabilities, and the ability to remain competitive. However, investing in new technology also carries risks, such as potential technology and security issues, as well as the financial impact of the investment.

To mitigate these risks, CFOs should prioritize new technology systems to propel innovation and long-term growth. This can be achieved by focusing on solutions that provide continuous feedback, offer scalability and flexibility, and improve decision-making processes. Additionally, shorter innovation cycles emphasize the greater need to consider and adopt new technologies to remain competitive.

Measuring ROI: Beyond Traditional Cost Factors

When measuring the return on investment (ROI) of new technologies, CFOs must adopt a holistic approach that goes beyond traditional cost factors. While quantifiable factors such as cost savings, increased revenues, and improved productivity are undeniably crucial, it is equally important to consider the non-quantifiable aspects that contribute to the overall value of technology investments.

Inefficient technology can negatively impact operational efficiency resulting in increased effort, longer task completion times, and resource inefficiencies. To address these challenges, CFOs should consider implementing intuitive enterprise technology systems that streamline processes and enhance efficiency. By doing so, they can drive long-term cost reductions and optimize resource allocation, ultimately improving the company’s bottom line.

Assessing the true value of technology investments requires CFOs to embrace an entrepreneurial mindset. They must recognize the significance of the “softer” factors influencing the overall ROI. Factors such as improved employee morale and engagement, enhanced customer experiences, and increased collaboration across departments contribute to the intangible benefits that can be derived from technology implementation.

Future-Proofing Strategies: Staying Ahead in a Dynamic Landscape

Financial leaders must carefully evaluate their existing technologies and consider investing in new, future-proof solutions to stay ahead in today’s dynamic business landscape. By focusing on agility, flexibility, and the total value of technology investments, they can make informed decisions that support long-term growth and drive financial success.

Looking ahead, CFOs should remain cognisant of emerging technologies and trends that can shape technology investment decisions. The transition from complex, knowledge-intensive applications to user-friendly, intuitive interfaces is a trend that is certain to propel organizations to financial success.

Author bio:

Christoph Ott is the Chief Financial Officer at Dizmo and project sponsor of Planisy, a recently launched application that signals the next wave in multi-resource planning technology – a drastic reinvention of how resources are planned, assigned, and scheduled for SMBs. Planisy is powered by Dizmo (the interface of things).

Christoph has an extensive background in finance and operation management. Previously, he was the Head of Finance and Managing Director at Ingeus Switzerland, CFO at Benninger Guss AG, and Director of Finance and Management Services at Norgren AG. Prior to that, he was the Director of Operations at INS Engineering & Consulting AG. Christoph began his career in 1990 as a part of NCR Corporation and has since held positions at Georg Fischer Corporation, Buchi Corporation, and Rhenus Contract Logistics AG.