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Internal and external forces are changing the role of the CFO, and with it the charter of the finance organization, which now includes not only reporting unimpeachable financial results and efficiently funding the business, but also advising the company on strategic planning, operating efficiency, and, ultimately, value creation. Gone are the days of the CFO as CPA, focused solely on accounting standards and report generation. Today’s CFO must exhibit not only solid accounting skills, but operations savvy, leadership, and management expertise. Only then will he or she be prepared to take the finance organization to the next level—participating in strategic decisions and contributing as a performance adviser.