When it comes to the future of work, chief financial officers (CFOs) are set to be increasingly at the forefront of innovating and defining organisational change — particularly as it pertains to investing in employee training and technology, but also even in setting a businesses organisation and cultural priorities. Of particular note, CFOs are likely to lead most organisations in their ESG efforts, an area which is already one with intense competition for talent and is likely to only increase in its size and scope in the coming years. Added to the top of key necessities for CFOs in recent years has been in implementing digital transformation strategies, particularly as hybrid working models become the norm. And with organisations globally experiencing myriad unanticipated and frequent change, the superpower for CFOs has become that of the ability to adapt, making pivots and adjustments to a company’s financial plan to ensure longevity and success in the future.

How has the scope of talent and human capital changed since the pandemic and what does this mean for CFOs thinking about the future of work? How have hybrid working models changed the way CFOs approach their role? How can finance teams act as a driver to workplace transformation that is happening right now? When it comes to ESG initiatives, what is the promise vs. the reality and what does it take to establish a team that can effectively achieve an organisation’s ESG pursuits?