By Sherman Gunatillake
With market uncertainty and disruptions across different
business verticals christened as the ‘New Normal’, the chief financial officer
(CFO) of the modern-day has many elements to balance across the business. In
such a context, strengthening business resilience is a crucial responsibility
that a CFO has on his agenda. But has a CFO’s focus become too narrow, making
the company’s short and long-term plans unbalanced?
What are the true
components of business resilience?
A recent study conducted by McKinsey[1]
analysed more than 1,000 global organisations during the first wave of COVID.
Out of these publically traded organisations, McKinsey found out a smaller