Deloitte launched a worldwide survey of senior executives. The survey shows that CFOs are seen by executives in other departments as the most strategic, agile and tactical position. As a result, executives generally believe that the CFO should act as an advisor to the CEO and a strategic leader of the company.

When asked whether the CFO is doing a good job of performing business functions, the self-evaluations of other department executives and CFOs are basically the same:

Can you help solve a business problem:

• Other executives: 86%

• CFO：85%

Do you understand business operations:

• Other executives: 85%

• CFO：82%

Good collaboration with other departments:

• Other executives: 86%

• CFO：81%

However, while all departments of the company have given unanimous praise to the CFO's performance at the level of business functions, at the level of influence, there has been some misalignment between other departments and the CFO's self-perception. For example, 27 percent of CFOs believe they have adequate financial coaching training for all parts of their company, but only 12 percent of executives in other departments agree.

Interestingly, the majority of people think the opposite, with 37% of other department heads believing that CFOs can have an "inspiring" effect, and only 10% believe they do.

This underestimation seems to be widespread, with CFOs consistently rating their influence less than other executives, regardless of role and department, such as whether CFOs are effective in promoting information security for remote work.

While CFOs believe they have successfully supported their business during the pandemic, overall, they may be undervaluing themselves. It seems that large global market fluctuations have helped companies understand the value and importance of CFOs, but CFOs themselves do not realize this, let alone take advantage of it. These changes in the CFO's perception could be key for the CFO to push forward with some important reforms, such as the full budget.