Strategy in the Age of Superabundant Capital
Australia’s Leading CFOs have traditionally been strong at executing transformation projects anchored in long-term planning and continual improvement. But the skilful allocation of financial capital is no longer a source of sustained competitive advantage.
Financial capital is no longer a scarce resource. As a result, the skilful allocation of financial capital is a lesser source of sustained competitive advantage. The assets that are in short supply at most companies are the skills and capabilities required to translate good growth ideas into successful new products, services, and businesses.
Earlier this year our team of analysts interviewed 650 CFOs. The results highlighted technology at the core of achieving above-market growth. CFOs are taking an active role in how software is developed and are making investments in building world-class software development practices.
What are Digital Ecosystems? How do you create and measure a platform strategy that counts the community and the resources of its members as the most critical asset?
Strategy in the Age of Superabundant Capital shifts from controlling, to orchestrating resources, from optimising internal processes to facilitating external interactions, and from increasing customer value to maximising ecosystem value.
- Investing. Double down on existing high-growth activities.
- Creating. CFOs lead and build value by designing and deploying new products, services, or business models.
- Performing. Successfully implement Intelligent Process Automation. Optimise core commercial capabilities in sales, marketing, pricing, and customer experience.