For many organizations, the finance function is where everything comes together. It is where the story behind the numbers becomes visible, where plans are tested against financial reality, and where insights emerge to enable stronger decision-making and performance management. Finance connects departments, supports decision-making, and increasingly plays a strategic role in the organization’s success.
One key question remains. How does the finance function develop into a strong business partner that looks ahead, adds value, and drives improvement? More and more organizations are discovering that this is not primarily a matter of systems or processes. It is about finance evolving into a high-performance finance function: a function that dares to take the lead and acts as a catalyst for broader improvement.
Our passion is strengthening finance teams, together with their leaders and professionals. Finance has significant potential, and with the right focus every function can measurably increase its impact. Together with clients, we build high-performance finance functions.
The finance function of the future
In the years ahead, the field will change faster than ever. Automation, new data capabilities, higher standards for decision-making, and persistent labor shortages require a different approach from finance teams. Organizations need a finance function that understands these developments, sees their implications, and translates them into what will be needed tomorrow.
In a large-scale study, we spoke with fifty visionary finance professionals from practice and academia. Through interviews and a Delphi study, we developed insights that clarify which shifts are essential for finance to remain relevant. The impact extends beyond finance alone. The findings also affect HR policy, leadership development, finance education, and the positioning of finance within the organization.
What determines finance performance
Our question was clear: which factors make a finance function truly high performing, and how do these factors relate to the HPO principles? Since no suitable questionnaire existed, we developed one ourselves and validated it with experts in the finance domain. CFOs and managers from both for-profit and nonprofit organizations in the Netherlands and Belgium completed the questionnaire and distributed it across their teams.
The analysis produced a clear picture. Three HPO factors have a direct positive effect on finance performance: continuous improvement and innovation, long-term orientation, and management quality. Not surprising, but confirming. An organization that continuously improves, takes a strategic long-term view, and is led by managers who provide direction and coach effectively, creates the conditions for a strong finance function.
In addition, we found clear relationships with specific HPFF factors. The strategic role of finance has by far the greatest impact on performance. The better finance is positioned as a sparring partner and co-architect of decision-making, the higher internal customer satisfaction and the stronger finance’s contribution to the organization.
IT also proves to be critical. A robust IT architecture and sufficient IT expertise within finance enable speed, reliability, and time for analysis. Process improvement and role clarity show clear effects on finance quality as well. Professional development contributes over the longer term, once people can apply what they have learned in practice.
The result is a clear framework for the high-performance finance function: a function that helps the organization become and remain high performing by continuously raising the quality of people, processes, and systems.
Our offering at three levels
We support organizations in developing a high-performance finance function at three levels, from inspiration to diagnosis and full transition support.
Inspiration workshop or masterclass
An inspiring session as part of an offsite or team day for the finance function, with or without a prior diagnosis. Participants gain insight into the principles of the high-performance organization and the high-performance finance function. The session generates concrete improvement ideas that can be applied immediately in day-to-day practice.
HPFF diagnosis
During the HPFF diagnosis, we assess where the finance function stands. We introduce the HPO and HPFF concepts, invite teams to complete a self-assessment, and discuss the results with all employees. The outcome is clear: which factors should be prioritized, what finance should look like in three years, and which improvement steps will be owned and delivered by the team itself.
Transition to a high-performance finance function
For finance functions that want to truly move forward, we guide the full transition process. Over five to six quarters, we work with finance frontrunners on a development plan, provide masterclasses for HPFF coaches, and support the organization in initiating and sustaining improvement initiatives. The objective is always the same: a finance function that performs noticeably better, with fewer errors, sharper focus, and a strong foundation for continuous improvement. Most importantly, a function that ultimately continues the transformation independently.
Curious to learn more?
Want to explore what a high-performance finance function could look like in your organization? We will connect you with one of our High Performance Finance Function experts to discuss your context, priorities, and what you need next.
Please contact Marco Schreurs to schedule an introductory conversation.