Published on November 26, 2019

When their organizations embark on digital transformation, finance executives typically consider evaluating and investing in a multitude of evolving and interrelated technologies, including the Internet of Things, artificial intelligence (AI), robotic process automation, and augmented reality. They also must figure out how digital capabilities can be embedded throughout the business, reshaping the company’s operating model and how it delivers value.

As daunting as that may sound, it’s not the toughest part of the transformation. Culture, as it turns out, can advance or inhibit digital transformation. And achieving powerful results typically requires companies to align their cultures, people, structure, and tasks, and to keep them in alignment as technology evolves.

In the absence of anything resembling a chief culture officer, CFOs play a key role in spearheading that effort. And in this issue of CFO Insights, we’ll examine how finance executives can contribute to remaking the culture to facilitate digital transformation and thereby advance the company’s “digital maturity”—the extent to which a company can exploit the opportunities enabled by digital transformation.

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Contacts

		Paul Fletcher Paul is a partner in our Toronto, Canada practice. Paul’s client experience is as a qualified CPA in 3 countries (Canada, USA, and the UK) and recognized as a Fellow CPA in Canada, with over 25 years of global experience serving boards of directors, management teams, governments and regulators. Paul has advised boards and management on the implications of international financial reporting standards; US GAAP, PCAOB and SEC financial reporting standards; statutory reporting standards in the UK and EU; and auditing standards and new regulatory standards in Canada, US, UK, and Asia. Paul leads Deloitte’s national Audit & Assurance Clients & Markets focus and is the CFO Program Leader in Canada.