Critical to the success of Ralph’s efforts to build a value-creation focus into EG was the need to upgrade the role of the CFO. It was clear to Ralph that the link between business strategy and financial strategy was becoming tighter. Corporate strategies, which are designed to create an advantage in the market for corporate control and financial markets, are by definition intertwined with financial considerations. Furthermore, it was going to take a lot of work to make managing value an important element of EG’s strategy and management approaches. Ralph would need a strong executive who would be able to help him push this through.
EG financial officers had been focused on running the treasury operation, producing financial reports, and negotiating the occasional deal. Ralph needed much more, and since his current CFO was due to retire at the end of the year, he felt this was a perfect opportunity to redefine the role. Ralph’s concept was to create a position that would blend corporate strategy and finance responsibilities. The officer would act as a bridge between the strategic/operating focus of the division heads and the financial requirements of the corporation and its investors. Ralph drafted a job description for this position, which in EG’s case would carry the title of executive vice president (EVP) for corporate strategy and finance. The EVP would act as a kind of ”super CFO” and take the lead in developing a value-creating corporate strategy for EG, as well as to work with Ralph and the division heads to build a value-management capability throughout the organization.