Assess Your Organization’s Intelligent
Finance Journey | Take the Quiz!


There’s no question that change is a constant for today’s finance organizations across every industry. To help your team prepare for dynamic change, we have created a benchmarking model in collaboration with AICPA’s Future of Finance Leadership Advisory Group (FFLAG) and Global 1000 companies to build this Accounting and Finance Assessment Model for Effectiveness (FAME). FAME defines the competencies, capabilities, and technologies across five dimensions (Technical, Business, Digital, People, and Leadership) that finance leaders need to address to move their functions from being scorekeepers to high-impact business partners that can create lasting, sustained value for their organizations.

What does it take to drive a high-performance culture, drive efficiency, maximize the use of intelligent data analytics to create real-time insights for business decision-making? How do your teams stop struggling with the amount of time spent collecting, reconciling, and formatting data to fulfill your company’s statutory regulatory and management reporting responsibilities? Start now by assessing your team’s maturity across the five dimensions in the FAME framework to chart your team’s overall journey to optimizing your finance.

Take this quiz to assess where you are on your digital finance journey. You will identify areas that will help you to map an outcome-based strategic finance effectiveness roadmap to help you achieve your desired business and organizational objectives.



1. What is the mindset and capability of finance leadership in your organization?

Leadership is strategic, innovative, and decisive and developing capabilities for the next step up

Leadership in place to develop good leaders (with “good” being well-defined by your organization’s performance standards)

Leaders have mobility across the organization and are sought after internally and externally

2. What is the culture of performance and results in the finance function?

Leaders take accountability for decisions and the culture of the organization

Leaders are confident in giving clear feedback, and open decision-making is in place

Leadership is purpose-led, connecting to what matters most and having influence across the organization

3. How effective is the finance function’s talent acquisition and planning strategy?

Basic workforce planning and a consistent recruitment and onboarding process are in place

Our organization has the ability to identify and acquire an outstanding diverse talent pool to deliver on our strategic objectives

The rest of the organization actively seeks finance talent to support strategic activity

4. How do you enable skills and capabilities development in the finance function?

A comprehensive capability framework is in place; career paths accommodate external mobility

Clearly defined roles & responsibilities in place across finance and standard learning related to individuals' role is in place

Career development is recognized as a main reason to join the organization

5. What is the state of digital readiness for digital transformation in the finance function?

There is a strong understanding of the existing digital assets across the enterprise, and there is a digital transformation team in place

Advanced efficiencies are being delivered from our digital adoption

Our organization is ready to adapt to ongoing change

6. What is the state of automation to help drive enterprise value creation?

There is enterprise-wide use of finance automation tools

Automation capabilities are adaptive to business needs

Automation is used to address problem areas and improvements with some investment/budget

7. How would you describe your accounting and transactional processes?

Cross-functional systems provide an integrated enterprise-wide data source

Integrated technology and digital solutions are in existence

Best practices and continuous improvement in transactional processes exist within our finance function

8. What best describes your planning and analysis function?

FP&A is able to provide input for strategic business using financial and non-financial data

FP&A deploys predictive analytics tools and models

FP&A provides real-time performance tracking against goals

9. What best describes the finance function’s strategy development process?

Everyone understands their own role contribution in achieving strategic goals, with a roadmap is in place and is reviewed regularly

There is robust governance around strategy to ensure the proper alignment with new market insights and data implementation

Finance drives the development, review, and refresh of the overall organizational strategy

10. What is the state of stakeholder management?

Formal stakeholder management routines are in place

Stakeholders are increasingly self-sufficient due to strong faith in finance numbers and analysis

Stakeholders are actively coached on the importance of financial control, planning, risks, and decision criteria