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class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-animation-blur-in-400"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_8032924 mdc-u-ts-5"><div class="mck-u-links-inline">The latest McKinsey Global Survey shows that CFOs have been reshuffling priorities as the global economy grapples with a slew of financial risks.</div></div></div></section><main data-layer-region="article-body" class="mdc-u-grid mdc-u-grid-gutter-xxl"><div class="mdc-u-grid mdc-u-grid-col-1 mdc-u-grid-col-md-12"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><div class="mdc-o-content-body mck-u-dropcap"> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="DownloadsSidebar_mck-c-downloads-sidebar__iFmyt mck-o-xs-right-span"><div data-layer-region="downloads-right-rail"><h3 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_8032924 mdc-c-heading--title___5qyOB_8032924 mdc-c-heading--border___K8dj3_8032924"></h3><div><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_8032924"><a data-component="mdc-c-link" href="#/download/%2F~%2Fmedia%2Fmckinsey%2Fbusiness%20functions%2Fstrategy%20and%20corporate%20finance%2Four%20insights%2Finto%20the%20storm%20cfos%20pivot%20to%20managing%20financial%20headwinds%2Finto-the-storm-cfos-pivot-to-managing-financial-headwinds-vf.pdf%3FshouldIndex%3Dfalse" class="DownloadsSidebar_mck-c-downloads-sidebar__download-link__fPqFQ mdc-c-link___lBbY1_8032924" target="_self" data-layer-event-prefix="Download Link" data-layer-action="click" data-layer-report-type="" data-layer-file-name="into-the-storm-cfos-pivot-to-managing-financial-headwinds-vf" data-layer-report-name="into-the-storm-cfos-pivot-to-managing-financial-headwinds-vf>"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_8032924 mdc-c-icon--size-md___yi5fA_8032924 mck-download-icon"></span><span class="mdc-c-link__label___Pfqtd_8032924"> (4 pages)</span></a></div></div></div></div> <p><strong>With a potential economic slowdown </strong>looming, the latest results from our first McKinsey CFO Pulse survey<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="863f01b0-6e04-4e6b-bfae-4cdb74569112"><sup class="FootNote_footnotesup__e73z_">1</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="863f01b0-6e04-4e6b-bfae-4cdb74569112" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">The online and by telephone survey was in the field from July 21, 2022, to September 9, 2022, and garnered responses from 215 company financial leaders, including 155 company and unit CFOs, in 34 countries. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP.</span></span></span></a></span> show that CFOs have sharpened their focus this year on managing the inflation that has stifled economic growth around the world. <a href="/capabilities/operations/our-insights/taking-the-pulse-of-shifting-supply-chains">Supply chain disruptions</a> and interest rate hikes also have commanded their attention, leaving financial leaders less time to focus on building capabilities and organizational growth. Separately, financial officers appear to set priorities that are somewhat different from those of their organizations, especially when it comes to strategic planning and cash management. </p> <h2>The COVID-19 pandemic’s impacts still dominate the landscape</h2> <p>Financial leaders say the biggest risks to future growth are centered around a trio of concerns that rattled markets during the COVID-19 pandemic: rising interest rates, inflation, and supply chain disruptions (Exhibit 1). </p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mck-c-content-header"><div class="ContentHeader_mck-c-content-header__eyebrow__cBTe_"></div></div><div class="mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/business%20functions/strategy%20and%20corporate%20finance/our%20insights/into%20the%20storm%20cfos%20pivot%20to%20managing%20financial%20headwinds/svgz-cfopulse-ex1.svgz?cq=50&cpy=Center"/><img alt="Interest rates and inflation top surveyed financial leaders’ list of potential risks to company growth." src="/~/media/mckinsey/business%20functions/strategy%20and%20corporate%20finance/our%20insights/into%20the%20storm%20cfos%20pivot%20to%20managing%20financial%20headwinds/svgz-cfopulse-ex1.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div> <p>According to the survey results, 46 percent of respondents say rising interest rates pose the biggest potential risk to their company’s growth over the next 12 months.<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="8957dcc2-9932-470a-ab5d-c3b7857a02f9"><sup class="FootNote_footnotesup__e73z_">2</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="8957dcc2-9932-470a-ab5d-c3b7857a02f9" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Respondents were allowed to pick more than one choice for this question.</span></span></span></a></span> Thirty-two percent say the same for inflation, and 26 percent cite supply chain disruptions as the top risk. </p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-disruptor1up mck-o-md-center mck-u-inline-module-border-top mck-u-inline-module-border-bottom mck-u-screen-only" data-layer-region="disruptor-1up"><div class="mdc-u-grid mdc-u-grid-gutter-md mdc-u-grid-col-lg-12 mdc-u-grid-col-md-12 "><div class="mdc-u-grid-col-lg-span-4 mdc-u-grid-col-md-span-5 Disruptor1Up_mck-c-disruptor1up__image___2Gc4"><picture data-component="mdc-c-picture"><img alt="Pixel global earth map" src="/~/media/mckinsey/mckinsey%20global%20institute/our%20research/pixels%20of%20progress/mgi-pixels-landing-page-1432556452-standard-1536x1536.jpg?cq=50&mh=145&car=16:9&cpy=Center" loading="lazy"/></picture></div><div class="mdc-u-grid-col-lg-span-8 mdc-u-grid-col-md-span-7"><header data-component="mdc-c-header" class="mdc-c-header"><div class="mdc-c-header__block___i1Lg-_8032924"><h3 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_8032924"><div>You’re invited</div></h3><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_8032924 mdc-u-ts-7"><p><div>Join us for a live conversation on <a href="https://hopin.com/events/pixels?utm_source=dotcom&utm_campaign=dotcom">Pixels of Progress: A granular look at human development around the world</a></div></p></div></div></header></div></div></div> <p>Only 12 percent of respondents say the pandemic itself is as prominent of a risk to company growth. And around one in ten say they are similarly concerned about unemployment, social unrest, or weak demand. The respondents’ top priorities are similar to those seen in recent McKinsey surveys of general business executives, indicating that financial leaders are somewhat aligned with other leaders when it comes to their top concerns. </p> <h2>Financial officers’ priorities have shifted accordingly </h2> <p>As CFOs focus on pricing, interest rates, and inflation, they appear to be spending less time on long-term strategic goals (Exhibit 2). Results from a similar McKinsey survey in 2021 showed that financial leaders were engaged more often with the setting of corporate strategy, large-scale transformation, and M&A than they have been in the past 12 months.</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mck-c-content-header"><div class="ContentHeader_mck-c-content-header__eyebrow__cBTe_"></div></div><div class="mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/business%20functions/strategy%20and%20corporate%20finance/our%20insights/into%20the%20storm%20cfos%20pivot%20to%20managing%20financial%20headwinds/svgz-cfopulse-ex2-v2.svgz?cq=50&cpy=Center"/><img alt="Over the past year, surveyed financial leaders’ priorities show a big shift toward pricing, away from M&A and strategic leadership." src="/~/media/mckinsey/business%20functions/strategy%20and%20corporate%20finance/our%20insights/into%20the%20storm%20cfos%20pivot%20to%20managing%20financial%20headwinds/svgz-cfopulse-ex2-v2.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div> <h2>Financial leaders and companies have some differing views on priorities</h2> <p>In some cases, surveyed financial leaders say they prioritize goals differently from the way their organizations do (Exhibit 3). Respondents report that while their organizations prioritize strategic planning, for example, they are personally more concerned with improving the management of financial risk, liquidity, and resource allocation.</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-inline-module-container mck-o-md-center"><div class="mck-c-content-header"><div class="ContentHeader_mck-c-content-header__eyebrow__cBTe_"></div></div><div class="mck-u-inline-module-border-bottom"><picture data-component="mdc-c-picture" class="Exhibit_mck-c-exhibit__image__pyIDm"><source media="(min-width: 768px)" srcSet="/~/media/mckinsey/business%20functions/strategy%20and%20corporate%20finance/our%20insights/into%20the%20storm%20cfos%20pivot%20to%20managing%20financial%20headwinds/svgz-cfopulse-ex3.svgz?cq=50&cpy=Center"/><img alt="Surveyed CFOs and other financial leaders set priorities differently from the way their organizations do." src="/~/media/mckinsey/business%20functions/strategy%20and%20corporate%20finance/our%20insights/into%20the%20storm%20cfos%20pivot%20to%20managing%20financial%20headwinds/svgz-cfopulse-ex3.svgz?cq=50&cpy=Center" loading="lazy"/></picture></div><div class="mck-u-sr-only"></div></div> <p>The results suggest that many CFOs are prioritizing the areas that they can affect directly. While proper strategic planning is important for the entire organization to manage uncertainty, financial leaders may not see it as a top priority as they very often don’t solely lead that process. As for the misalignment on budgeting and forecasting, CFOs may view them as areas that are well under control and don’t need as much of their focus.</p></div><div class="container-placeholder"></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-xl"><section role="contentinfo" data-layer-region="article-about-authors" class="mdc-u-grid mdc-u-grid-col-md-12 AboutAuthor_mck-c-about-author__nRJzu"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_8032924 mdc-c-heading--title___5qyOB_8032924 mdc-c-heading--border___K8dj3_8032924 mdc-u-align-center"></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_8032924 mdc-u-ts-8 mck-u-links-inline mck-u-links-inline--secondary mdc-u-mt-5"><div><p>The survey content and analysis were developed by <strong><a href="/sitecore/service/notfound.aspx?item=web%3a%7b3c73d0b8-02a0-42a8-a785-7e84900f9235%7d%40en">Ankur Agrawal</a>,</strong> a partner in McKinsey’s New York office; <strong>Christian Grube,</strong> a partner in the Munich office; and <strong>Natalia Podvoyskaya,</strong> an associate partner in the Melbourne office. </p> <p>They wish to thank Jorge Herranz Bayo and Vanessa Palmer for their contributions to this work.</p> <hr /> <p>This article was edited by Christopher Kahn, a senior editor in the New York office.</p></div></div></div></section><section class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-screen-only"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-5 mdc-u-grid-col-lg-end-9"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_8032924 mdc-c-heading--title___5qyOB_8032924 mdc-c-heading--border___K8dj3_8032924 mdc-u-align-center">Explore a career with us</h5><div data-component="mdc-c-link-container" 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class="mdc-c-content-block___7p6Lu_8032924 Card_content-block__pF6Z1"><span>Article</span><h6 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_8032924 mdc-u-ts-6"><a data-component="mdc-c-link" href="/capabilities/operations/our-insights/taking-the-pulse-of-shifting-supply-chains" class="mdc-c-link-heading___Zggl8_8032924 mdc-c-link___lBbY1_8032924"><div>Taking the pulse of shifting supply chains</div></a></h6></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-lg Card_card__diA2r Card_hover-effect__RGb9b"><div class="Card_wrapper-image__8b4P6"><a data-component="mdc-c-link" href="/capabilities/strategy-and-corporate-finance/our-insights/five-insights-for-public-company-cfos-from-private-equity" class="mdc-c-link___lBbY1_8032924"><picture data-component="mdc-c-picture" class="Card_wrapper-image__8b4P6"><style>.picture-uniqueKey-five-0 { aspect-ratio: 16/9 }</style><img alt="Female business owner talking during meeting in office conference room." class="picture-uniqueKey-five-0" src="/~/media/mckinsey/business%20functions/strategy%20and%20corporate%20finance/our%20insights/five%20insights%20for%20public%20company%20cfos%20from%20private%20equity/a%20memo%20to%20public%20company%20cfos_1191598083_standard_1536x1536.jpg?cq=50&mw=767&car=16:9&cpy=Center" loading="lazy"/></picture></a></div><div class="Card_wrapper-text__U6Y3k"><div data-component="mdc-c-content-block" class="mdc-c-content-block___7p6Lu_8032924 Card_content-block__pF6Z1"><span>Article</span><h6 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_8032924 mdc-u-ts-6"><a data-component="mdc-c-link" href="/capabilities/strategy-and-corporate-finance/our-insights/five-insights-for-public-company-cfos-from-private-equity" class="mdc-c-link-heading___Zggl8_8032924 mdc-c-link___lBbY1_8032924"><div>Five insights for public company CFOs from private equity</div></a></h6></div></div></div></div></div></div></div></main></div><script id="__NEXT_DATA__" type="application/json">{"props":{"pageProps":{"locale":"en","dictionary":{},"sitecoreContext":{"route":{"name":"Into the storm CFOs pivot to managing financial headwinds","displayName":"Into the storm CFOs pivot to managing financial headwinds","fields":null,"databaseName":"web","deviceId":"fe5d7fdf-89c0-4d99-9aa3-b5fbd009c9f3","itemId":"819bed46-f088-492b-bd07-4f456a537d25","itemLanguage":"en","itemVersion":1,"layoutId":"ae753eb4-a035-40b4-83bf-4b4438df6742","templateId":"683910db-02ba-40ba-92e7-726c880160a9","templateName":"ArticleJSS","placeholders":{"jss-main":[{"uid":"232bb7e9-289f-492d-a916-2b6185e44a84","componentName":"ArticleTemplate","dataSource":"","fields":{"data":{"articleTemplate":{"title":{"jsonValue":{"value":"Into the storm: CFOs pivot to managing financial headwinds"}},"sEOTitle":{"value":""},"description":{"jsonValue":{"value":"The latest McKinsey Global Survey shows that CFOs have been reshuffling priorities as the global economy grapples with a slew of financial risks."}},"sEODescription":{"value":""},"displayDate":{"jsonValue":{"value":"2022-12-15T00:00:00Z"}},"body":{"value":"[[Audio 1]]\n[[DownloadsSidebar]]\n\u003cp\u003e\u003cstrong\u003eWith a potential economic slowdown \u003c/strong\u003elooming, the latest results from our first McKinsey CFO Pulse survey[[Footnote 1]] show that CFOs have sharpened their focus this year on managing the inflation that has stifled economic growth around the world. \u003ca href=\"/capabilities/operations/our-insights/taking-the-pulse-of-shifting-supply-chains\"\u003eSupply chain disruptions\u003c/a\u003e\u0026nbsp;and interest rate hikes also have commanded their attention, leaving financial leaders less time to focus on building capabilities and organizational growth. Separately, financial officers appear to set priorities that are somewhat different from those of their organizations, especially when it comes to strategic planning and cash management. \u003c/p\u003e\n\u003ch2\u003eThe COVID-19 pandemic\u0026rsquo;s impacts still dominate the landscape\u003c/h2\u003e\n\u003cp\u003eFinancial leaders say the biggest risks to future growth are centered around a trio of concerns that rattled markets during the COVID-19 pandemic: rising interest rates, inflation, and supply chain disruptions (Exhibit 1). \u003c/p\u003e\n[[Exhibit 1]]\n\u003cp\u003eAccording to the survey results, 46 percent of respondents say rising interest rates pose the biggest potential risk to their company\u0026rsquo;s growth over the next 12 months.[[Footnote 2]] Thirty-two percent say the same for inflation, and 26 percent cite supply chain disruptions as the top risk. \u003c/p\u003e\n[[Disruptor1Up dis1]]\n\u003cp\u003eOnly 12 percent of respondents say the pandemic itself is as prominent of a risk to company growth. And around one in ten say they are similarly concerned about unemployment, social unrest, or weak demand. The respondents\u0026rsquo; top priorities are similar to those seen in recent McKinsey surveys of general business executives, indicating that financial leaders are somewhat aligned with other leaders when it comes to their top concerns. \u003c/p\u003e\n\u003ch2\u003eFinancial officers\u0026rsquo; priorities have shifted accordingly \u003c/h2\u003e\n\u003cp\u003eAs CFOs focus on pricing, interest rates, and inflation, they appear to be spending less time on long-term strategic goals (Exhibit 2). Results from a similar McKinsey survey in 2021 showed that financial leaders were engaged more often with the setting of corporate strategy, large-scale transformation, and M\u0026amp;A than they have been in the past 12 months.\u003c/p\u003e\n[[Exhibit 2]]\n\u003ch2\u003eFinancial leaders and companies have some differing views on priorities\u003c/h2\u003e\n\u003cp\u003eIn some cases, surveyed financial leaders say they prioritize goals differently from the way their organizations do (Exhibit 3). Respondents report that while their organizations prioritize strategic planning, for example, they are personally more concerned with improving the management of financial risk, liquidity, and resource allocation.\u003c/p\u003e\n[[Exhibit 3]]\n\u003cp\u003eThe results suggest that many CFOs are prioritizing the areas that they can affect directly. While proper strategic planning is important for the entire organization to manage uncertainty, financial leaders may not see it as a top priority as they very often don\u0026rsquo;t solely lead that process. As for the misalignment on budgeting and forecasting, CFOs may view them as areas that are well under control and don\u0026rsquo;t need as much of their focus.\u003c/p\u003e"},"isFullScreenInteractive":{"boolValue":false},"hideStickySocialShareBar":{"boolValue":false},"desktopID":{"value":""},"mobileID":{"value":""},"desktopURL":{"value":""},"mobileURL":{"value":""},"desktopPaddingPercentage":{"value":""},"mobilePaddingPercentage":{"value":""},"desktopOverrideHeight":{"value":""},"mobileOverrideHeight":{"value":""},"cerosOembedURL":{"value":""},"cerosRenderMode":{"targetItem":null},"cerosBackgroundColor":{"targetItem":null},"hideByLine":{"boolValue":false},"tableOfContentsTitle":{"value":"TABLE OF CONTENTS"},"accessStatus":{"targetItem":{"key":{"value":"RegisteredUsers"},"value":{"value":"Registered Users"}}},"articleType":{"targetItem":{"displayName":"Survey"}},"hasSpecialReport":{"boolValue":false},"contentType":{"targetItem":{"displayName":"Article"}},"sourcePublication":{"targetItem":null},"externalPublication":{"value":""},"excludeFromClientLink":{"boolValue":false},"originalPublishDate":{"jsonValue":{"value":"2022-12-15T00:00:00Z"}},"footnotes":{"value":"\u003col\u003e\n \u003cli\u003eThe online and by telephone survey was in the field from July 21, 2022, to September 9, 2022, and garnered responses from 215 company financial leaders, including 155 company and unit CFOs, in 34 countries. To adjust for differences in response rates, the data are weighted by the contribution of each respondent\u0026rsquo;s nation to global GDP.\u003c/li\u003e\n \u003cli\u003eRespondents were allowed to pick more than one choice for this question.\u003c/li\u003e\n\u003c/ol\u003e"},"contributoryPractice":{"targetItems":[{"displayName":"Strategy \u0026 Corporate Finance"}]},"aboutTheAuthors":{"value":"\u003cp\u003eThe survey content and analysis were developed by \u003cstrong\u003e\u003ca href=\"/sitecore/service/notfound.aspx?item=web%3a%7b3c73d0b8-02a0-42a8-a785-7e84900f9235%7d%40en\"\u003eAnkur Agrawal\u003c/a\u003e,\u003c/strong\u003e a partner in McKinsey\u0026rsquo;s New York office; \u003cstrong\u003eChristian Grube,\u003c/strong\u003e a partner in the Munich office; and \u003cstrong\u003eNatalia Podvoyskaya,\u003c/strong\u003e an associate partner in the Melbourne office. \u003c/p\u003e\n\u003cp\u003eThey wish to thank Jorge Herranz Bayo and Vanessa Palmer for their contributions to this work.\u003c/p\u003e\n\u003chr /\u003e\n\u003cp\u003eThis article was edited by Christopher Kahn, a senior editor in the New York office.\u003c/p\u003e"},"authors":{"targetItems":[]},"nonPartnerAuthors":{"targetItems":[]},"interactiveToUse":{"targetItem":null},"enableArticleComponents":{"boolValue":false},"relatedArticles":{"targetItems":[{"sourcePublication":{"targetItem":null},"publicationSource":null,"externalPublication":{"value":""},"title":{"value":"Taking the pulse of shifting supply chains"},"url":{"path":"/capabilities/operations/our-insights/taking-the-pulse-of-shifting-supply-chains"},"eyebrow":{"targetItem":{"name":"Article"}},"articleType":{"targetItem":{"name":"Article"}},"contentType":{"targetItem":{"name":"Article"}},"description":{"value":"Our latest survey shows global supply chains on the move."},"standardImage":{"src":"/~/media/mckinsey/business functions/operations/our insights/taking the pulse of shifting supply chains/taking-the-pulse-1403599183-thumb-1536x1536.jpg","alt":"Colorful board game"},"heroImage":null,"thumbnailImage":null},{"sourcePublication":{"targetItem":null},"publicationSource":null,"externalPublication":{"value":""},"title":{"value":"Five insights for public company CFOs from private equity"},"url":{"path":"/capabilities/strategy-and-corporate-finance/our-insights/five-insights-for-public-company-cfos-from-private-equity"},"eyebrow":{"targetItem":{"name":"Article"}},"articleType":{"targetItem":{"name":"Article"}},"contentType":{"targetItem":{"name":"Article"}},"description":{"value":"CFOs of public companies can draw enormous insight from PE\u0026rsquo;s focused, proactive approach to value creation\u0026mdash;but they have to take the initiative themselves. 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