Fragmentation, uncertainty and volatility are constants. Anywhere you go in Asia (and the world) these are the same constraints that businesses and their leaders face in the race to remain of value to customers, partners, shareholders and employees.As we begin the new year, how will the constants of 2024 redefine the environment that CFOs, the finance team, and the rest of the organisation must swim in? We invited Adam Scriven, practice leader for finance consulting at KPMG to share with us his perspective on the role of finance in driving strategic imperatives in 2024. 1. From the CFO perspective, what is value creation and how is this being achieved by the finance function?2. How do you see the finance operating model evolving to meet the future needs of the business?3. Given the ongoing challenge of staffing across the finance function, and the job security apprehensions concerning automation and AI, how should the CFO strategize the introduction of AI and automation to deliver on the promises of operational efficiency and effectiveness, while supporting team cohesion?4. Some in the enterprise may see the finance function as a black box outputting reports and recommendations. Is there a proven approach to transparency and data/information integrity?5. VUCA will continue to exert its influence enterprise-wide. What is KPMG’s recommendation for creating a cost-effective and resilient finance function?

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