CFO Effectiveness Assessment

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Name* This field is required.
First Name
Last Name
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Email* This field is required.We will use your email to deliver your results and related insights.
example@example.com
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Phone Number
Please enter a valid phone number.
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City & State* This field is required.
City where you are located
State where you are located
5
How long have you had the title of CFO?Used for benchmarking only
Please Select
Please Select
Less than 3 years
3 to 7 years
8 to 15 years
More than 15 years
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Are you a CPA?Used for benchmarking only
YESNO
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What year were you born?Used for benchmarking only
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How many people do you manage?Total number of people in your department
Please Select
Please Select
Just me
1 to 5 people
6 to 10 people
11 to 20 people
More than 20 people
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Your Company Name* This field is required.We will not share results with your company
10
What best describes your company’s annual revenue?Used for benchmarking only
Please Select
Please Select
Under $25 million
$25 to $50 million
$50 to $100 million
$100 to $250 million
Over $250 million
11
Which industry best describes your organization?Used for benchmarking only
Please Select
Please Select
Manufacturing
Distribution / Logistics
Technology / SaaS
Healthcare / Life Sciences
Professional Services
Construction
Financial Services
Other
12
How did you first learn about the CFO Effectiveness Assessment?
Please Select
Please Select
Referral from a peer or colleague
Referral from a CEO, advisor, or sponsor
LinkedIn (post, comment, or direct message)
Email communication
Event or peer group (in-person or virtual)
Website or internet search
Other (please specify)
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What prompted you to take the CFO Effectiveness Assessment at this time?
Huge
Large
Normal
Small
Ok
Ok
14
How effectively does your financial strategy support and reinforce the company’s overall business strategy?* This field is required.
1. Financial strategy is primarily focused on budgeting, forecasting, and reporting. While it supports operations, it is not clearly connected to longer-term strategic objectives.
2. Financial strategy aligns to stated business goals, but largely follows strategic decisions rather than shaping them. Finance plays a supporting role once direction is set.
3. Financial strategy is intentionally aligned to business priorities, though legacy investments or historical spending patterns limit flexibility.
4. Financial strategy actively supports strategic priorities by clarifying tradeoffs, aligning resources, and informing leadership decisions.
5. Financial strategy is tightly integrated with business strategy and is used as a framework to guide execution, sequencing, and long-term decision-making.
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How well are strategic priorities translated into financial plans and resource allocation decisions?* This field is required.
1. Resource allocation is driven primarily by historical budgets and departmental ownership, with limited linkage to strategic priorities.
2. Strategic initiatives receive funding, but reallocations tend to be incremental and reactive rather than deliberate.
3. Resources are generally aligned to priorities, though reallocating away from legacy areas is slow or difficult.
4. Financial planning and resource allocation are actively adjusted to reflect strategic priorities and performance.
5. Capital and resources are deliberately allocated based on strategic importance, expected return, and long-term value creation.
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How effectively does the leadership team understand the financial implications of strategic decisions?* This field is required.
1. Financial implications are primarily understood within finance, with limited shared understanding across leadership.
2. Leadership understands high-level financial impact, but details and tradeoffs are often oversimplified.
3. Key leaders understand financial tradeoffs in their areas, though alignment across functions varies.
4. Financial implications are clearly communicated and generally understood across the leadership team.
5. Financial implications are embedded in leadership discussions and consistently inform strategic choices.
17
How effectively do you identify and address misalignment between strategy and financial reality?* This field is required.
1. Misalignment is typically identified after results fall short of expectations.
2. Potential gaps are identified during reviews, but corrective action is often delayed.
3. Misalignment is identified earlier, though follow-through depends on leadership alignment and timing.
4. Finance actively monitors assumptions and flags misalignment with recommended adjustments.
5. Finance anticipates misalignment and helps recalibrate strategy, expectations, or resources before performance is impacted.
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How effectively does finance influence strategic planning and prioritization discussions?* This field is required.
1. Finance’s role is primarily to validate numbers and assess feasibility.
2. Finance provides analysis and risk perspective but has limited influence on final priorities.
3. Finance influences planning in select areas, particularly where financial risk is material.
4. Finance is viewed as a strategic thought partner and regularly influences priorities.
5. Finance plays a central role in shaping strategic priorities, sequencing initiatives, and aligning execution.
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How clearly is financial success defined and reinforced across the organization?* This field is required.
1. Financial success is primarily defined as meeting the budget or forecast.
2. Financial goals exist, but definitions of success vary by leader or function.
3. Success metrics are defined and tracked but not consistently reinforced in decisions.
4. Financial success is clearly defined and regularly communicated to guide decisions.
5. Financial success metrics consistently guide behavior, tradeoffs, and accountability across the organization.
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Section 1 Score
21
How clearly does the organization understand its primary drivers of profitability?* This field is required.
1. Profitability is viewed primarily at an aggregate level, with limited insight into which customers, products, or channels truly drive returns.
2. Key profitability drivers are generally understood, but measurement is inconsistent or too high-level to guide decisions.
3. Major profitability drivers are identified and tracked, though insights are not consistently applied across the organization.
4. Profitability drivers are well-defined, measured, and regularly referenced in planning and decision-making.
5. There is a shared, organization-wide understanding of profitability drivers, and decisions are routinely made to strengthen them.
22
How effectively does finance influence revenue growth strategy?* This field is required.
1. Revenue growth strategy is largely developed outside of finance, with finance providing reporting support after decisions are made.
2. Finance provides analysis on growth initiatives but has limited influence on which opportunities are pursued.
3. Finance influences select growth decisions, particularly those with clear financial risk or investment requirements.
4. Finance actively evaluates growth opportunities and helps prioritize initiatives based on financial impact and feasibility.
5. Finance plays a central role in shaping revenue growth strategy, including pricing, customer focus, and investment priorities.
23
How well are growth initiatives evaluated for margin and profitability impact?* This field is required.
1. Growth initiatives are primarily evaluated on revenue potential, with limited focus on margin or long-term profitability.
2. Margin impact is reviewed, but tradeoffs are often accepted without clear thresholds or discipline.
3. Margin implications are understood, though enforcement varies depending on urgency or leadership sponsorship.
4. Growth initiatives are evaluated with clear margin expectations and financial guardrails.
5. Growth decisions consistently balance revenue expansion with disciplined margin and profitability outcomes.
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How effectively does finance use customer and product-level data to guide decisions?* This field is required.
1. Decisions are primarily made using aggregated financial results, with limited customer or product-level insight.
2. Some customer or product-level analysis exists, but it is not consistently used to inform decisions.
3. Detailed analysis is available, though its use in decision-making varies by function or initiative.
4. Customer and product-level profitability analysis actively informs pricing, investment, and go-to-market decisions.
5. Granular profitability insights are embedded in planning and are routinely used to shape growth strategy.
25
How effectively does finance monitor and respond to changes in customer behavior that affect growth?* This field is required.
1. Changes in customer behavior are identified after they impact financial results.
2. Some trends are monitored, but responses are largely reactive.
3. Customer behavior is tracked, though insights are not always translated into timely action.
4. Finance proactively analyzes customer trends and flags emerging risks or opportunities.
5. Customer behavior insights are used to anticipate change and guide strategic adjustments ahead of impact.
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How disciplined is the evaluation of return on investment (ROI) for growth initiatives?* This field is required.
1. ROI is rarely evaluated beyond initial approval.
2. ROI is reviewed informally or inconsistently after investments are made.
3. ROI is tracked for major initiatives, though follow-through and accountability vary.
4. ROI is consistently measured and reviewed, informing future investment decisions.
5. ROI discipline is embedded in the culture, with finance leading accountability and continuous improvement.
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Section 2 Score
28
How clearly are financial and operational risks identified, prioritized, and communicated?* This field is required.
1. Risks are typically identified informally or after issues emerge, with limited prioritization or shared understanding.
2. Major risks are known, but prioritization is inconsistent and communication varies across leadership.
3. Key risks are documented and reviewed, though prioritization and mitigation efforts are uneven.
4. Risks are clearly identified, prioritized, and regularly communicated to leadership.
5. Risk identification and prioritization are embedded in planning and decision-making, with clear ownership and mitigation strategies.
29
How effectively does finance support innovation initiatives without exposing the organization to unacceptable risk?* This field is required.
1. Innovation is viewed primarily as a financial risk, and finance involvement often slows or limits experimentation.
2. Finance supports innovation cautiously but lacks a structured approach to balancing upside and downside.
3. Finance supports select innovation initiatives, though criteria and guardrails are inconsistently applied.
4. Finance provides clear financial frameworks that enable innovation within defined risk boundaries.
5. Finance actively enables disciplined innovation by defining guardrails that encourage experimentation while managing exposure.
30
How well does the organization balance short-term financial performance with long-term innovation objectives?* This field is required.
1. Short-term financial pressures routinely crowd out innovation efforts.
2. Innovation is supported when performance allows, but often deferred during periods of pressure.
3. There is an intention to balance short- and long-term priorities, though execution is inconsistent.
4. Tradeoffs between near-term performance and long-term innovation are explicitly evaluated and managed.
5. The organization consistently sustains innovation efforts while maintaining financial discipline, even during periods of pressure.
31
How clearly is the organization’s risk tolerance defined and applied?* This field is required.
1. Risk tolerance is largely implicit and varies by situation or leader.
2. Risk tolerance is discussed but not formally defined or consistently applied.
3. Risk tolerance is defined, though application varies across initiatives.
4. Risk tolerance is clearly defined and applied consistently in decision-making.
5. Risk tolerance actively guides strategic decisions, investment levels, and innovation choices across the organization.
32
How effectively are risks associated with innovation initiatives monitored and managed after approval?* This field is required.
1. Once approved, innovation initiatives receive limited ongoing risk monitoring.
2. Risks are reviewed periodically, but accountability for mitigation is unclear.
3. Risks are monitored, though adjustments are not always timely or decisive.
4. Risks are actively monitored with clear escalation and adjustment mechanisms.
5. Innovation initiatives include built-in monitoring and learning loops that inform ongoing investment decisions.
33
How effectively does finance influence leadership’s approach to risk-taking and innovation?* This field is required.
1. Finance is primarily viewed as risk-averse, limiting innovation discussions.
2. Finance tempers risk but rarely reframes discussions around opportunity.
3. Finance balances caution and opportunity in select discussions.
4. Finance shapes a balanced dialogue around risk and opportunity across leadership.
5. Finance elevates risk-thinking as a strategic capability that enables better innovation and decision-making.
34
Section 3 Score
35
How reliable and trusted is the financial and operational data used for decision-making?* This field is required.
1. Data accuracy is frequently questioned, and decisions often require reconciliation or manual adjustments before they can be trusted.
2. Core financial data is generally reliable, but operational or customer data is inconsistent or disputed.
3. Most data is reliable, though exceptions exist that limit confidence in certain analyses.
4. Data integrity is strong and generally trusted across leadership and functional teams.
5. Data reliability is high, actively monitored, and continuously improved, enabling confident decision-making at all levels.
36
How effectively is data used outside of the finance function to inform decisions?* This field is required.
1. Data is primarily used within finance, with limited adoption by other functions.
2. Select leaders use data, but usage is inconsistent or dependent on individual capability.
3. Data is available to most functions, though usage varies by team or initiative.
4. Data is regularly used across leadership to inform planning and execution decisions.
5. Data-driven decision-making is embedded across functions and actively reinforced by leadership.
37
How effectively does finance use data and analytics to anticipate future trends and risks?* This field is required.
1. Analytics are largely backward-looking, focused on historical performance.
2. Some forward-looking indicators exist, but predictive insight is limited.
3. Forecasting and trend analysis are used, though confidence and adoption vary.
4. Predictive analytics regularly inform planning and risk identification.
5. Data and analytics are used to anticipate change and proactively guide strategic decisions.
38
How accessible and actionable is data for leaders and managers?* This field is required.
1. Access to data is limited, manual, or dependent on finance support.
2. Data is available, but tools or formats make it difficult to interpret or act on.
3. Dashboards and reports exist, though usage and relevance vary.
4. Data is accessible, timely, and aligned to decision-making needs.
5. Data access is intuitive and designed to drive action, accountability, and insight.
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How effectively does the CFO promote data literacy and analytical capability across the organization?* This field is required.
1. Data literacy is not an explicit focus, and reliance on intuition is common.
2. Some informal coaching occurs, but expectations are unclear.
3. Data literacy is encouraged, though capability varies by role or function.
4. The CFO actively promotes data fluency and supports analytical capability development.
5. Data literacy is embedded in leadership expectations, performance discussions, and decision processes.
40
Section 4 Score
41
How effectively do you communicate financial performance and outlook to key stakeholders?* This field is required.
1. Communication is primarily focused on reporting results, with limited context or forward-looking insight.
2. Stakeholders receive updates, but messaging often lacks clarity around implications and tradeoffs.
3. Financial performance and outlook are generally communicated clearly, though depth varies by audience.
4. Communication is clear, timely, and tailored to stakeholder needs, supporting informed discussion.
5. Financial communication consistently builds confidence, sets expectations, and enables constructive decision-making.
42
How effectively do you build and maintain trust with the board and investors?* This field is required.
1. Trust is primarily transactional and focused on meeting reporting requirements.
2. Relationships are generally positive, but engagement is limited outside of formal meetings.
3. Trust is established, though engagement tends to be reactive rather than proactive.
4. Strong working relationships exist, with regular, proactive engagement.
5. The CFO is viewed as a trusted advisor who strengthens confidence and alignment at the board and investor level.
43
How effectively do you manage stakeholder expectations during periods of uncertainty or change?* This field is required.
1. Stakeholders are informed after changes occur, often resulting in surprise or concern.
2. Some advance communication occurs, but expectations are not always well-managed.
3. Stakeholders are generally informed, though clarity and timing vary.
4. Expectations are proactively managed through transparent and timely communication.
5. The CFO consistently anticipates stakeholder concerns and manages expectations in a way that preserves trust and credibility.
44
How effectively do you incorporate stakeholder feedback into financial planning and decision-making?* This field is required.
1. Stakeholder feedback is acknowledged but rarely influences decisions.
2. Feedback is considered selectively, often informally.
3. Feedback is incorporated when aligned with existing plans.
4. Stakeholder input is actively considered and informs planning and decisions.
5. Stakeholder feedback meaningfully shapes financial strategy and execution priorities.
45
How effectively do you represent the company’s financial position and strategy externally?* This field is required.
1. External representation is limited to required disclosures or reactive conversations.
2. The CFO participates externally but messaging lacks consistency or strategic framing.
3. External messaging is generally accurate, though not always strategic.
4. The CFO represents the company clearly and credibly in external financial discussions.
5. The CFO consistently enhances the company’s credibility and reputation through clear, confident external financial leadership.
46
Section 5 Score
47
How intentionally do you manage your own professional development as a CFO?* This field is required.
1. Skill development is largely reactive, driven by immediate issues or gaps rather than a plan.
2. Some development occurs, but it is informal and inconsistent.
3. Development efforts are intentional, though competing priorities limit consistency.
4. Professional development is planned and aligned with the evolving demands of the CFO role.
5. Continuous development is deliberately managed, with clear focus on building future-ready capabilities.
48
How well do you stay current on emerging trends and expectations in the CFO role?* This field is required.
1. Awareness of emerging trends is limited and largely incidental.
2. Some awareness exists, but understanding is surface-level.
3. Key trends are understood, though integration into practice varies.
4. Emerging trends are actively monitored and incorporated into how the role is performed.
5. The CFO anticipates changes in the role and adapts skills and approach ahead of demand.
49
How effectively do you leverage technology to enhance your performance as a CFO?* This field is required.
1. Technology is primarily used for basic reporting and transaction processing.
2. Some tools are used to improve efficiency, though adoption is uneven.
3. Technology supports key aspects of the role, but capabilities are not fully leveraged.
4. Technology is intentionally used to improve insight, speed, and decision-making.
5. The CFO actively leverages technology to elevate the finance function and personal effectiveness.
50
How adaptable are you to changes in the financial, regulatory, and business environment?* This field is required.
1. Adaptation occurs slowly and primarily in response to pressure.
2. Changes are addressed, but often after disruption occurs.
3. Adaptation is generally effective, though not always proactive.
4. The CFO adjusts quickly to change and helps others navigate it.
5. Adaptability is a strength, enabling the organization to respond effectively to evolving conditions.
51
How well do you apply new skills and knowledge to improve outcomes?* This field is required.
1. Learning rarely translates into meaningful changes in practice.
2. Some learning is applied, but impact is limited.
3. New skills are applied selectively, with mixed results.
4. Learning is regularly applied to improve decisions and performance.
5. Continuous learning consistently results in improved outcomes and effectiveness.
52
Section 6 Score
53
How strong and capable is your finance leadership bench today?* This field is required.
1. The finance function relies heavily on the CFO for most decisions, with limited leadership depth beneath the role.
2. Some capable individuals exist, but key responsibilities and judgment remain centralized.
3. There is emerging leadership within finance, though capability varies by role or individual.
4. The finance team includes strong leaders who can own decisions and drive execution.
5. The finance organization has a deep, capable leadership bench that can operate effectively with minimal CFO intervention.
54
How effectively do you delegate responsibility and decision-making within the finance team?* This field is required.
1. Most decisions and approvals flow through the CFO, limiting team autonomy.
2. Some delegation occurs, but critical decisions remain tightly controlled.
3. Responsibilities are delegated, though the CFO often steps in to course-correct.
4. Clear accountability exists, and team members are trusted to make decisions within defined boundaries.
5. Decision-making is appropriately distributed, enabling speed, ownership, and development.
55
How intentionally do you develop the skills and capabilities of your finance team?* This field is required.
1. Development is largely informal and driven by immediate needs.
2. Some development occurs, but it is inconsistent or reactive.
3. Development efforts are intentional, though not always tied to long-term needs.
4. Skill development is planned and aligned with future role requirements.
5. The CFO actively mentors and develops the team to meet both current and future organizational needs.
56
How prepared is the finance organization for continuity if you were unavailable?* This field is required.
1. The organization would struggle to operate effectively without the CFO.
2. Basic continuity exists, but key decisions would stall.
3. Short-term continuity is manageable, though longer-term gaps remain.
4. The team can sustain performance and decision-making for an extended period.
5. Succession readiness is strong, with clear coverage and leadership depth in place.
57
How well does the finance team take ownership and accountability for outcomes?* This field is required.
1. Accountability is limited, with issues frequently escalated to the CFO.
2. Ownership exists for tasks, but not always for outcomes.
3. Team members are accountable, though follow-through varies.
4. Clear ownership and accountability drive consistent performance.
5. The finance team consistently owns outcomes and proactively addresses issues without CFO intervention.
58
Section 7 Score
59
How effectively do financial decisions balance short-term performance with long-term value creation?* This field is required.
1. Decisions are primarily driven by short-term financial targets, with limited consideration of long-term implications.
2. Long-term considerations are acknowledged, but near-term pressures frequently take precedence.
3. There is an effort to balance short- and long-term priorities, though execution varies.
4. Financial decisions consistently consider long-term value alongside short-term performance.
5. Long-term value creation is a clear and consistent lens for financial decision-making across the organization.
60
How effectively do you steward the company’s balance sheet and capital structure for future flexibility?* This field is required.
1. Capital structure decisions are largely reactive and driven by immediate needs.
2. Balance sheet management is prudent, but flexibility is not intentionally optimized.
3. Capital structure is managed with an eye toward stability, though optionality is limited.
4. Balance sheet decisions intentionally preserve flexibility and support strategic options.
5. Capital structure is actively managed to enhance resilience, optionality, and long-term value.
61
How scalable and future-ready are the company’s financial systems and processes?* This field is required.
1. Systems and processes are adequate for current needs but create friction as the company grows.
2. Some improvements have been made, though scalability remains a concern.
3. Core systems can support growth, though gaps and workarounds exist.
4. Financial systems and processes are designed to scale with the business.
5. The finance infrastructure is highly scalable, enabling growth without disproportionate complexity or risk.
62
How prepared is the organization for future ownership, leadership, or liquidity transitions?* This field is required.
1. Little planning exists for future transitions.
2. Some consideration has been given, but plans are informal or incomplete.
3. Transition planning exists, though execution readiness varies.
4. The organization is thoughtfully preparing for potential transitions.
5. Transition readiness is embedded in planning, governance, and financial strategy.
63
How effectively do financial decisions strengthen the company’s long-term competitiveness and resilience?* This field is required.
1. Decisions prioritize immediate results, even when they weaken long-term competitiveness.
2. Some decisions support resilience, but tradeoffs are not always explicit.
3. Competitiveness is considered, though not consistently reinforced.
4. Financial decisions actively strengthen the company’s ability to compete and adapt.
5. The CFO consistently guides decisions that enhance resilience, adaptability, and sustainable value creation.
64
Section 8 Score
65
Final Weighted Score
Should be Empty: