How to Leverage Your Influence with Fewer Humans in the Process-Chain?

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With Finance functions morphing from fully-staffed processing hubs to increasingly automated, technology-enabled centers of value-add services, the ‘reach’ of Finance leaders’ influence is to some extent under pressure.

Fewer people in the workflow means messages and access are less diluted – but at the same time, the influence that comes from managing large teams is less apparent.

How do you successfully extend your reach of influence across the Finance team as well as the CFO, in the new, technology-enabled workplace? 

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