Why leading organisations are investing in talent mapping in 2026
27/03/2026
Organisations that are investing in a more thoughtful, insight-led approach are unlocking greater long-term value.
Organisations that are investing in a more thoughtful, insight-led approach are unlocking greater long-term value.
Leaders must make faster decisions with incomplete information and build organisations capable of operating in environments where disruption is routine.
The role of the Chief Financial Officer in the mining and natural resources industry is changing rapidly. Traditionally focused on financial reporting, cost control and compliance, the modern mining CFO is increasingly expected to play a central role in corporate strategy, capital allocation and governance.
We asked 30 CFOs what was keeping them awake at night. Their concerns go way beyond this quarter’s numbers; CEOs are asking them what needs to fundamentally change in the next 24 months, and what does that mean for finance?”
How is investor relations leadership affected by the current business context? Is the ideal profile for leaders in IR shifting, and if so, how?
The most pertinent takeaways from a recent Next Generation Leadership Institute lunch of Audit Chairs and CFOs
Paul Mendelssohn examines why more companies and private equity funds will opt for interim CFOs in 2025.
Savannah Group’s Next Generation Leadership Institute is examining how key board roles are evolving
Savannah Group’s Joe Rudkin met with PE Treasury favourite Pedro Madeira to discuss
the cash benefits this specialist position brings to portfolio businesses.
CFOs are crucial for business survival but appointing the right financial guardian has never been more challenging. Partner at Savannah Group, Richard Ashton explains what skills are vital for CFOs and where technology can aid with recruiting the perfect CFO.
In the grip of a global economic slowdown, the Chief Financial Officer holds one of, if not the most critical role in any organisation.
In any time of economic turbulence, we always see an increase in activity and demand for roles within the treasury functions of our clients of businesses. We saw this after the Global Financial Crash of 2008 and we have been witnessing this again throughout the pandemic as large organisations had to react with urgency to their changing financial circumstances. In this article we look at treasury market insights and the talent implications for listed companies and PE/VC backed businesses.
This report looks at the evolution of the CFO as a strategic visionary and business advisor. CFOs have been gradually transitioning to a more influential and business-focused role, presenting them with a different range of challenges and a complex and demanding remit. We look at questions such as ‘what will define successful CFOs in a post-crisis business landscape?’ and ‘if the skills and traits required of a successful CFO are evolving, are the approaches to identifying the best succession candidates, internally and externally, changing too?’
Throughout history, economic downturns have had distinct characteristics, and while they are neither rare nor inexplicable in a market economy, they share some routine commonalities in both cause and consequence. The desire to assign blame is a common feature of the aftermath, as is the resultant change for which the most recent recession has acted as a powerful catalyst.
We are often asked to find candidates to assume responsibility for multiple functions, none more so than in the CFO role. It is curious however to see where convergence starts to occur further down the organisational structure and how the trends change from year to year and sector to sector.
We see a continuous evolution in the CFO’s remit, which is expanding to become much more about judgement and commercial contribution. Boards will continue to rely on the CFO for risk analysis, but they will also expect them to see the implications through a commercial as well as a financial lens.
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